المرونة التنظيمية كمدخل لتطوير الأداء الإداري لمديري مدارس التعليم الثانوي بدولة الكويت : دراسة تحليلية
The study aimed to reach a set of procedural methods for developing the administrative performance of secondary school principals in the State of Kuwait in light of the organizational flexibility approach next Organizational resilience is a multi-dimensional concept. It means the ability of the secondary school in the State of Kuwait to respond effectively to and adapt to environmental changes. Organizational flexibility helps organizations manage their affairs well by providing an environment of trust and a good internal plan for easy business change. The dimensions of organizational flexibility are determined by technology, information systems, organizational structure, organizational culture, competitiveness, and human resources. Organizational flexibility is measured by indicators of the speed of change at the work level, and the speed of change at the institutional level. The administrative performance criteria are quality, time, quantity, and cost. The job of the secondary school principal is a technical and administrative job within the educational function. The director of the secondary school in the State of Kuwait, in his performance of his administrative role in the secondary school in the State of Kuwait, faced several obstacles, including them. The ambiguity of specific policies for work, or their absence, the large number of inconsistencies and discrepancies in the completion of work, and the fear of making any decision or preparing a plan for administrative work. Through these results, the study reached several proposals, the most important of which are: That the director of the secondary school is keen to provide a work team to face internal and external environmental changes. The secondary school principal should provide all the necessary facilities to face internal and external environmental changes. Spreading the culture of organizational flexibility among school employees through training courses and workshops. Frighten the job burdens on the shoulders of secondary school principals so that they are not subject to stress and fatigue. Holding training courses for secondary school principals in order to develop their skills. Delegating secondary school principals more powers to allow them the freedom to exercise their roles entrusted to them in the required manner. (Published abstract)