درجة تطبيق استراتيجية كايزن في الإدارة لدى مديري مدارس قصبة المفرق وعلاقتها بالكفاءة الوظيفية
The study aimed to identify the degree of implementation of the Kaizen strategy in management among school principals in Qasaba Al-Mafraq and its relationship to job efficiency. The study sample consisted of (443) male and female teachers. In the Directorate of Education, Qasaba Al-Mafraq, the correlational survey method was used through the development of one tool, included a questionnaire. The questionnaire consists of three parts, the first part was demographic information, the second part was Kaizen strategy, and the third part was job efficiency. Indications of validity and reliability were extracted for them. The results showed that: 1) The application of the Kaizen strategy was high on all areas of the tool. 2) The results related to job efficiency showed that all items came with a high degree, 3) The results of the third question showed that there were statistically significant differences (0.05 ≥ α) attributed to the effect of gender in favor of males and the effect of academic qualification in favor of postgraduate studies and years of experience in favor of more than 10 years in all fields and degrees. 4) The results of the fourth question showed that there were statistically significant differences (0.05 ≥ α) attributable to the effect of gender in favor of males and to the effect of educational qualification and years of experience on the level of functional competence. 5) The results of the fifth question showed a correlation between the degree of application of Kaizen strategy in management and functional efficiency. The study recommended a set of recommendations, most notably: 1) Developing training programs and joint workshops for both school principals and teachers on the importance of the Kaizen strategy, its application and its positive impact on the school environment, 2) Conducting more studies based on studying the Kaizen strategy from the view point of other research samples, and working on Linking it to other organizational variables such as change management and school performance. (Author’s abstract)