The working paper entitled

Re-engineering as a way of organizational change

Security of the institution And strategic

vision in light of the current environmental

conditions

Introduction to participate in the research competition

organized by the Police Research Center Under the title ..

Enhance security performance in the light of

contemporary changes

Lieutenant colonel / Yehia el zont

6/1/2012

Introduction:

Active institutions in an environment characterized by change

continuous and rapid, which forced her to search for appropriate

solutions and strategies allow them to adapt successfully to changing

environmental conditions, including ensuring continuity and growth ...

may reach institutions so that there leaders creators and expect change

and are able to manage, with new approaches to change.

The re-engineering is one of the techniques or methods that have a

profound impact on the success of the operation transformative

institution, and reorder business, through a radical change in the

organization and how the performance of their various activities in order

to improve performance and on all levels, design, operation and other

operations that pay Head towards better profitability and better

utilization and management of available resources in order to increase

the capabilities of the institution and thus ensure a prominent place in

their communities in light of the current environmental conditions

characterized by complex and rapidly changing, and basic advantage

they cross the border.

From here and applied to the reality of our security, we're seeing the

cultural shifts - at this stage in turn needed to restore the earthquake

formation and civilized face security and humanitarian situation, to draw

upon the finest colors and Ibahjha, and giving it the facial features of

hope and determination.

Thus, this intervention raises problematic following address: How could

contribute to re-engineering in the process of change, and what is the

new form of enterprise security after the change, and what are the

proposed strategy?

Therefore this intervention aims to clarify the following points:

1 - Features the security environment at the moment.

2 - the concept of organizational change and its objectives.

3 - forces and reasons for organizational change.

4 - what re-engineering and fundamental axes.

5 - the main stages of the re-engineering program and success factors.

6 - the results of re-engineering and the new form of the security

establishment.

7 - put future strategy for the security establishment.

1 - attributes the security environment at the moment:

We can say that the security establishment currently working under the

conditions of a complex and rapidly changing, and can not be destined to

continue its growth without identification and follow-up constantly, and

most important of these circumstances we mention the following:

1. Security institution operating under fierce crises locally and globally.

2. Enterprise security must go global.

3. Security institution dealing with advanced technology and rapidly

progressing well.

4. Security institution operating in a turbulent world where ambiguity.

5. Consider security institution for human resources in a different way.

1. Security institution operating under fierce crises locally and

globally:

The heightened security crises significant impact on the sidelines of

audience satisfaction and security enterprise customers (internal and

external public) for its performance, so that it is declining which is

illustrated in Figure .

Reasons for administrative re-engineering:

As the security apparatus in the modern state is Asbha main Saijha basic,

the researcher believes that the process of reform and calendar services

and development activities become a matter of urgency and even

necessity and duty ... and if we realized that historical juncture through

which Egypt is a crucial stage in its history and presence, sung therein

building a better society based on efficiency and justice, there is no

doubt that this trend echoed direct system of governance and

management, and the means and methods of doing business, projects,

and performance responsibilities and social and economic activities ...

Has shown the events and results of tests passed by Egypt, especially its

security since the events of 25 January Revolution 2011 (scientific

studies and visions put forward and submitted to the ministry, which has

in the field of administrative restructuring by specialists and some civil

society organizations) that there are reasons positive or driving to move

in adopting re-engineering projects, and the researcher believes that

including the following:

- The absence or lack of clarity foundations are built upon

hardware configuration and administrative organization different in

the state, in terms of expansion or contraction, merger or cancel, or

transfer dependency, and thus successively amendments to

government regulation on consecutive periods without a clear

strategy governing these amendments successive , Vttfaqm

administrative problems and be considered in the size of the

administrative apparatus without planning, and clearly defines the

key dimensions of what should be the state apparatus.

- Mounting public complaints of mismanagement and services in

the facilities of the security apparatus, and evidence indicates that

aside, wounding those facilities is not due to a lack of possibilities

and the financial allocations as far back in the base to lower

administrative efficiency, and procedural restrictions antique.

- The emergence of the emergence of the concept of governmental

administration "new" and that lies in the transformation of the

executive management routine to manage characterized the nature

of thought, research and innovation and build masterly to planning

and guidance, coordination and teamwork, and productivity

monitoring, evaluation and accountability. In the context of this

data, the development of the police and the upgradation and

improvement of its working methods become vital national

demands.

- Need the governmental body under what administrative and

economic successive to effect real change radically in the

regulations and regulations and activities so as to ensure the

elimination of all forms of poor performance and idleness

administrative, and achieves unleash for more production and

tender, and improve the level of services, and directing state

resources to best use and most productivity.

- Need the state's security apparatus to simplification and

elimination of all forms of complexity and overlap that hinder

work and raise the cost of performance, and thus cause the loss of

time, effort and money without producing a real actor and tangible

- The presence of large crowds growing from central agencies,

councils, departments and committees that absorb the capacity of

thousands of workers and Thjbhm for positive contribution in the

security activity, and carry the ministry's budget burdens outweigh

potential, does not add to public safety return value, and this

therefore requires review their positions, and the liquidation of

positions, and good support them and return it to the effective

operation eg departments and quality services (specialized police

sector - Passports - public administrations of Electricity Supply,

taxes, etc.)

- Obsolescence regulations and legislation relating to the status of

security management, lack of uniformity and compatibility with

each other, and spacing for the objective conditions and

developments experienced by the administrative environment and

the nature of the desired goals for the future stage.

- In addition to resorting frenetic style to partial changes that often

lose all their breadth and integration, but often lead to

contradictory and complicated application procedures, and

conflicting decisions on example of the General Administration of

discipline, which has recently been canceled.

- The need to put controls governor and decisive for inflation

career in the administrative apparatus of the ministry and work on

the redistribution of manpower in all its dimensions possible,

whether the movement, or termination, or early retirement, or re-

training, or using positive and negative incentives, consistent and

operational needs real.

The need to develop accurate financial rules for spending in

various ministry facilities to ensure the elimination of the

manifestations of wasteful spending, and drain state resources, and

waste its energies. As well as the rationalization of the method of

preparation and implementation of budgets of administrative

agencies, and the development of a clear performance standards for

credits and investments and revenues.

- Work on the development resources available to the ministry, and

the search for new resources in support of the public revenue, as

well as the allocation of some of the activities of security or

management style commercial for upgradation and maximize

return them by opening institutes and training centers security

before security companies and guard and pass a special law as well

as in the field of industrial security front companies with interest in

coordination with the Civil Defense Department, in addition to

graduate housemates and investment in the field of civic education

for a number of academic diplomas and professional ... Etc.)

- The absence or weakness of the overall planning of the workforce

at the level of the ministry from the perspective of linking needs of

disciplines, and brands designated individuals required by the need

to work hand, and education efforts and preparation and training

on the other hand, resulting in disruption of distribution criteria

labor between organizations of different which produced the

problem of surplus labor, and disguised unemployment in the state

administrative apparatus, and not fit the qualifications and

disciplines individuals with jobs that they practice.

- The urgent need to develop policies sophisticated wages and

incentives achieved attract the required numbers for the types of

businesses and disciplines needed by the development efforts and

development in the various security agencies, and by raising wage

levels which also helps to put people off of businesses and

professions are not required to reduce wage levels where.

- The emergence of the urgent need to build a security system

comprehensive information (Center for Information and Decision

Support security) ensures the flow of data from various sources to

a specialized center (administrative body independent) information

shall classify, analyze and re-distributed to the various security

services according to their needs, and achieve supply immediate

and renewed all types the necessary information, and prevents

duplication and redundancy in data collection or released.

- The emergence of strong claims in the new governance

environment establishing realistic rates and clear performance

taken as a basis for evaluating the efficiency of personnel, and the

degree of proficiency of the work and responsibilities entrusted to

them.

- Worsening degrees complaints about the belief of some workers

and Associates (officers - individuals - ... etc.) to the police of

negligence Ministry (General Directorate for Organization and

Management) for determining the duties and responsibilities and

powers of many security functions in the different administrative

levels, which led to disruption of the business and confusion , and

the dispersal of responsibility and not restrict, and therefore the

negative impact in the public security apparatus relations.

2 .Enterprise security must go global:

the institution at the moment not only work within the internal borders

of the state, as a result of many factors imposed by the variables that

occur in the college environment, and perhaps the most important

reasons why institutions to go Strategic orientation is four:

1. The world of organized crime (political or criminal offenses) and

midwife to move from one state to another state in a jiffy.

2. Technological development which seeks to terrible intellectual

security threat to Egyptian society.

3. Effective global communications technology, which allows the

transfer of Information and Communication in a jiffy.

4. The possibility of creating hotbeds of criminal significant in multiple

countries and the possibility of creating networks in the world, through

organizations and networks under legitimate names formality and

Mathmh essential and guaranteed.

3. Security institution dealing with advanced technology and also

quickly become obsolete: where technology entered various fields, and

contributed to the development of different services, and diverse, and

contributed to the design and rendered using a computer, e-commerce, e-

payment...

4. Security institution operating in a turbulent world where

ambiguity: the changes acute in the security environment and unstable

at the moment is a challenge very difficult to do forecasts future (the

difficulty of identifying the causes and motives and the perpetrator and

the place and time of crime, cost control security on the other hand the

cost of security services provided to citizens , training, technical

equipment, ...).

5. Consider security institution for human resources in a different

way:

become the perception of human resources at a time Current as the most

expensive institution's assets, after they consider them as mere costs or

burdens on the institution, and thus became the institutions draw their

policies on the basis of self-commitment rather than trying to control

them, regulations and restrictions .. inspection, the emergence of the so-

called self-directed work teams ...

The researcher believes that these challenges and global variables

faced by the security establishment in the present age, provided

opportunities and threats at the same time, and the only way to emerge

from these conditions ahead and victorious is having strong management

able to explore the pros and exploited in their favor and minimize risks

with tact and administrative skill in act and prepare appropriate

strategies, and on this basis the security establishment finds itself forced

to be linked strongly to their environment (internal, private and foreign)

in order to work to satisfy their audience, through the realization of the

vision strategy for enterprise security, by accepting the staff in the

organization of the idea of constant change by imposed by the

development of events security, social, economic and political and even

cultural arenas local and global and satisfy the security needs of citizens,

and access to the so-called total quality, any quality all activities and

operations in the security establishment and is not exclusive quality

services only, because we are in the era of intensified the crisis, and it

must periodically update and constant innovation, according to scientific

standards for research and development.

2 - the concept of organizational change:

The beginning of the change can be considered that: "significant switch,

which affects parts and aspects of the work of the institution, as change

may include an amendment in the structural organization, in technology

or in the culture of the institutions or in employment policies or

procedures or in the distribution and dissemination and resource

scheduling."

If Change includes various aspects that may affect the company

negatively or positively, and thus must the security establishment and its

leaders to ensure that these changes affecting various aspects of the

institution: the technological, the media, cultural, employment ...,

positive and properly managed allow the achievement of objectives

strategic security of the institution in the short term and long term.

With regard to organizational change, it is located within the institution,

which deals with all its elements and dimensions, and has made multiple

definitions of intellectuals organizational change, can be collected in the

following three definitions:

Definition 1: "Organizational Change is a process of significant change

in the behavioral pattern of the workers, and a radical change in

organizational behavior to comply with the requirements of the climate

and environment internal and external organization."

Definition 2: "organizational change is to make adjustments in the

management objectives and policies or in any element of the

organizational work, one of two main target, namely: inadequate state

regulation, or the development of new organizational conditions for the

organization before other organizations."

Definition 3: "organizational change is the process of introducing and

improving or developing institutions so that they are different from their

present and so that they can better achieve their goals."

3 - Objectives of organizational change:

Change in general aims and organizational change, in particular to

achieve a set of objectives, serve as a thoughtful plan, because he can

not imagine the success of the process of organizational change

depending on the improvisational and blurred vision, and the most

important goals:

• increase the organization's ability to deal and cope with the

surrounding environment and improve their ability to survive and grow.

• increase the ability of the institution on the cooperation between the

various specialized groups in order to accomplish the overall objectives

of the organization.

• help individuals diagnose their problems and motivate them to make

the desired change and development.

• encourage personnel to achieve organizational goals and achieve job

satisfaction for them.

• disclosure of the conflict in order to manage and direct serve the

institution.

• building an atmosphere of trust and openness between personnel and

groups in the organization.

• enable managers to management by objectives approach rather than

traditional management methods.

• To assist the institution to solve the problems faced by providing them

with information on the various processes of the institution and its

results.

• Work on creating a dynamic system in the institution or transfer

institution of mechanical system based on the concentration of power

and lack of participation in decision-making, to a dynamic system based

on decentralization of power and participation in decision-making and

the flow of communication and exchange in all directions.

• change the behavior of individuals working organization to be

consistent with the changes that have occurred in the surrounding

circumstances, such as the transition from individual work to encourage

teamwork in the form of collective work teams.

• strengthen relations and interdependence and cooperation among

members of the organization.

• Eliminate conflicts that may occur in the organization using the

methods of confrontation or problem-solving methods and the use of

joint higher goals instead of using individual power for senior

management to make a decision to resolve the conflict between the

working groups.

• the introduction of modern technology in the technological system of

institution properly accepted by individuals and make the necessary

adjustments in the internal enterprise systems required for the success of

technological change.

• Develop procedures work in the organization helps to simplify and

performance in the shortest possible time.

• increase the ability of individuals to outright confrontation and show

instead of hiding information, and increase explicitly when you come

into contact with some individuals.

• increase the motivation of individuals to work and using an effective

incentive system.

• Change leadership styles in the organization of the bureaucracy to

patterns of interested employees and the participation of workers in

decision-making.

If through the security establishment change aims to move from reality

or the current situation to the reality of a future, it might be a path and a

useful and successful trend and the promising future that window

towards growth-led expansion more to satisfy their customers.

4 - powers and organizational reasons for the change:

Often comes organizational change from the causes or effects, it may be

from within the organization may be from outside, which can be

considered as a pressure, and it divides the causes (forces) organizational

change to:

1) forces (reasons) internal change,

2) forces (reasons) external change.

1) internal forces of change:

there are many factors within the organization can be the cause of

organizational change, most notably:

• change in the goals of the institution, and its mission and objectives.

• enter new equipment (administrative automation).

• scarcity of manpower.

• enter advanced information processing systems.

• merge or reduce the role of some sub-entities within the institution.

• low staff morale.

• career high turnover rate.

• a crisis emergency internal or external.

• low satisfaction among the public and enterprise customers.

Moreover, there are a variety of factors may be behind the change and

some of them can be mentioned:

"Desire

Improve the efficiency and organizational capacity, dissatisfaction with

the way organizational performance and the level of services to

beneficiaries and employees, the emergence of the need to meet the high

level of humanitarian needs in the organization and the need for

retraining and rehabilitation for employees to meet the demands of

modern life. "

2) external forces of change:

the view of many writers and researchers that external forces play a

much bigger role than internal forces with respect to organizational

change, is the main motivation for change, where he sees Ōtanz

(Luthans) that the most important external forces, which calls for change

are:

• acute crises experienced by institutions.

• security and political conditions, legislative and cultural, social, and is

the main force permanently to change.

• globalization / constellation.

As Robbins points (Robbins) to external forces following:

• laws and new government legislation.

• unions and professional associations / unions.

• Increased pressure from organized groups.

• rapid changes in resource prices.

• intense competition.

• a foreign crisis emergency.

While classified (Ivancevich) and his colleagues outside powers into

three main categories:

• Changes in the market (intense competition).

• technical changes (cognitive revolution).

• environmental changes, Social Movements and advanced mass

communications and global markets, has created great opportunities and

at the same time great danger and a threat to managers.

The researcher believes that it can be the causes of organizational

change for the security establishment due to the following factors:

"globalization, public opinion and the growing Dgutath in guiding and

correcting policies at home and abroad, laws and regulations imposed by

the state or abroad, crises and global challenges that touched Crime..

And the threats they pose to the security establishment ... as well as the

high cultural level of the people such as concern for human rights and

improving prison conditions ... "

Moreover, the total environment factors (social change, technological

change, Alngairalssayas, economic change, change the legal and cultural

change) have a significant impact on organizational change, because of

the security establishment as an open system affected by its external

environment and affect them..

5 - what re-engineering and fundamental axes:

1.5-concept re-engineering:

has emerged the concept of "re-engineering" as one of the mechanisms

adopted by scientists and management, in trying to reach air their

institutions with the changes that occur in the business environment,

where it became curriculum followed by the institutions in former times

is unable to meet the needs of organizations in 21, they need to change

radically in the performance of its activities and operations in order to

improve performance, any speed in delivery and lower cost, which is

seeking to re-engineering, by addressing the gap between targeted

results and actual results achieved, and thus the arrival of the institution

to optimum utilization of energies and the level of quality and efficiency

in carrying out various activities.

This has had environmental conditions characterized by dynamic and

speed change unit, a reason to pay security institutions to change the

strategic direction of the former and to adopt new approaches, and it can

be limited to drivers of change towards re-engineering.

Knows Michael Hammer and James Shambe re-engineering as:

"fundamental rethinking and redesign revolutionary (radical) for your

organization's core operations in order to achieve substantial

improvement in the contemporary standards of performance such as

cost, quality, service and speed."

It then the reorganization of radical deep security institutions in the

process of value creation and this through orientation towards customers

and operations management and use smart modern technologies in the

field of information by members qualified in the security establishment,

and all this is a starting point that allows access to the ambitious goals.

As Warren Bennis and teammate Michelle Mich Faattiyan

definition broader than first definition is:

"The re-engineering is the re-discovery of the institution, they serve as

irreversible transformation of the orientations college for workers

organization. It means challenging traditional values and possibly

sacrificed, challenging historical precedents. It also means challenging

roads Previous experience in the implementation of the operations, and

therefore re-engineering as a replacement concepts and other new

practices, it also contains forwarding and retraining of workers in these

new concepts and practices. "

Through these definitions can infer a set of basic elements involved in

the process of re-engineering of the institutions, namely:

1. A new way of thinking. 3 - innovation and renewal.

2. Redesigning processes. 4 - radical improvement.

The researcher believes that all of this is by looking to what should be,

and put the best in mind, on the other hand has to be on the security

establishment Find redesign its operations through a series of activities

performed by the organization, and through input on services and ideas

of acceptable quality and that which will post the security establishment

to provide outputs and directed to service users and beneficiaries of

ideas, according to the properties they require, and are changing jobs and

tasks, change the organizational structures and the most important is

behavioral change (development of individuals), all reached by relying

on creativity and innovation, which allows improvements root and not

limited and partial amendments, given the pressing environmental

changes ongoing in all operations and activities.

As the researcher believes that it can be considered as re-engineering a

new model includes a set of mechanisms to improve the method of

operation of the security establishment, and helps this model to improve

the capacity of managers in the face of crises by building new insights

and a new message for the Foundation helps to propose and implement a

series of strategies.

We conclude that the re-engineering is only approach to the

development and optimization, linking the information technology and

operations related to a specific field of work and leading to redesign

processes drastically and so maximize the value and benefit from the

perspective of the organization's operatives.

We conclude that information technology plays an active and positive

role in the process of re-engineering, through the redesign of systems,

policies and organizational structures, and it can limit the contribution of

information technology to complete the re-engineering process in the

following elements:

1. Assistance in doing was not possible to achieve by such

(TELECOMFERENCING).

2. Assistance to imagine new solutions to the problems of non-visible

(or did not happen) through induction events and foreseeing the future.

3. Helping to get rid of the old rules and stereotypes, and empowerment

of movement and flexibility.

4. Assisting in the consolidation and integration between parts of the

work to create meaningful interrelated processes.

The examples in this context many mention some of them:

• databases shared (Shared data bases) that allow the provision of

information at the same time in all the required places, contrary to what

was in the traditional concept that the information can not only appear in

one place.

• Expert Systems (EXPERT SYSTEMS) which enabled ordinary people

are able to perform specialized work of expert competence in the habit.

• communications networks (Telecommunication Network), which

allowed the possibility of mixing between centralization and

decentralization.

• support systems in decisions (Decisions support systems), which made

the decision-making is an essential part in the work of rights and not just

managers.

• Wireless communication systems and mobile computers, and that made

working in the field work and other permanent contact management

without the need to find headquarters fixed them.

All these elements help to develop the process of re-engineering and

design activities of the security establishment to suit changes that are

known to various components of society, and by supply and demand,

and therefore the possibility of profit institution to a special position in

front of fierce crises by improving the performance, efficiency and

productivity.

This note that this technique of modern rehabilitation institutions and

change (re-engineering) are common in large in major industrial

countries, where they are concentrated giant corporations and ambitious

to extend its control over the global markets and the exploitation of both

large and small in all the world, and especially in the United States, and

through some studies observed that a large proportion of U.S.

institutions from 25% to 75% are trying to re-engineer their operations,

which is much less than in other industrialized countries, in addition to

its focus in the major industrial enterprises and the existence of

advanced information technology.

2.5-major hubs for the re-engineering program: The main axes of

the re-engineering program in a set of elements or themes,

including:

Axis 1: operations related to the field specific job:

If we know that the process is a set of related activities transform inputs

to outputs, the main operations are the central element target developed

in the programs re-engineering, because these operations have an impact

on the value of the point of view of citizens through group of activities

that will transform inputs to outputs the best possible way and high-

effectiveness than the results that were achieved by re-engineering, and

usually include these processes of concern to the organization and lead

them to change radically the following:

- The development of services. - The implementation of the orders

obtained. - Operations. - Distribution Djaravea services, the speed of the

transition. - And media relations. - Customer Service.

Axis 2: Activities achieved added value:

the problem is in the activities of the process and that adds something

important to the service recipient and pay more desire and willingness to

pay for greater access to the service, and usually include these three

types of activities:

- Unrealized value activities.

- Handling activities, and of daily transactions that work on moving

parts and components of the work across the boundaries of different

functions within the organization.

- Control and follow-up activities, which monitors the activities of

handling across organizational boundaries.

Axis 3: Operations strategy:

where directed the security establishment attention towards rebuilding

and engineering processes necessary to accomplish the goals and

achieve the vision for the future of the institution and turn it into reality.

Axis 4: systems and organizational structures:

in this regard must be approved supporting infrastructure, operations

required rebuilt hand systems, policies and organizational structures, and

by reviewing and revising operating systems data according to the

requirements and needs of the new process, and the same thing for the

policies and procedures, as well as need to redesign organizational

structures in light of the trend towards reliance on teams in different

functional areas alternative organizational structures and functional

hierarchies known to us.

Axis 5: idealism in work flow and productivity:

Of course if we know that the result of the process of re-engineering is

to achieve the ideal in work flow and productivity, which depends alone

on the nature and type of operation required rebuilt, whether operations

related to the field of a specific job, which includes major operations and

processes of art, and it is important is the need for consistency and

harmony between the two types because the second contributes to the

outputs of the first type.

Axis 6: radically redesign and fast:

the reconstruction program aimed at achieving the highest level of

performance in a particular business area through a redesign of the

processes in a holistic and so the institution can reap the fruits of this

effort at an appropriate time.

6- The main stages of the re-engineering program and success

factors;

Going through the process of re-engineering major stages for their

success on the one hand, on the other hand there are a range of factors to

be provided for the success of the re-engineering process.

1.6-key stages of the re-engineering: going through the process of re-

engineering key stages,;

which allows the institution to plan and prepare well for the success of

the re-engineering program and different stages by intellectuals but on

the whole there is a set of agreed stages between all experts in the field.

First stage: identifying customer requirements and objectives of the

process:

trying institution at this stage to understand customer expectations and

determine the current location occupied by the process and the extent of

his loyalty to the client's requirements, and of course this is done using

the research and studies of customer satisfaction, which allow the

identification of areas that need development and improvement, and we

can say that the above situation is reached as follows:

1 - specific targets for each efforts on rebuilding process.

2 - communicated to all parties participating in the program. The

objectives of the re-engineering process that seeks to achieve the

following elements:

1. Increase productivity by achieving work-flow.

2. Maximize return on owners through the implementation of tasks in

innovative ways.

3. Achieve high results.

4. Cancel administrative levels and administrative activities and

unnecessary administrative positions.

5. Tighten the functions and operations of the institution.

Second stage: preparing a map of the current process and make the

necessary measurements which:

start this process mapping illustrative of operations performed by the

institution and give names to these operations, in order to reach a better

understanding and a good and detailed for the current process by

proposing solutions to improve it, and affecting the procurement

process, the storage process, the manufacturing process, the sales

process ..., or in other words, stems from the time of receipt of inputs up

to the delivery of outputs and the accompanying sequence and flow, and

stop and disable, and maintenance and waiting ....

Him to conclude the most important outcome of the process at this

stage in the form of:

1 - cost,

2 - Quality,

3 - time.

Clear to us that the screening processes ancient separately helps the

institution to learn operations defective, obsolete, inappropriate, that

problems occur and cause a lack of quality or high cost, and it can be the

institution at this stage to resort to the so-called "assay"

(BENCHMAKING), which means compared to the performance of the

institution to perform stronger competitors in order to discover the

secrets of success and deal with it.

Phase III: Analysis and modify the current process (internal

analysis):

is to determine the necessary adjustments for the current process, and

considered one of the most important and difficult steps, and it was time

consuming and require efforts saying, because it will be from which to

determine the change required to do in the processes that have been

studied previously, but this It requires caution and after consideration

and high efficiency in team-based task, as well as creativity and

innovative thinking and teamwork, which is usually in the form of

working groups in the areas of different functional, and thus reach the

institution to describe and propose new model by identifying activities

and priorities and the time required for each and the various departments

responsible for them and how to take advantage of information

technology, with the need to adapt this model with environment

variables, and thus re-engineering information technology associated

with the operation, all so there are no duplication between organizational

units, and not performed for the same work and caused the size and

frequency of data ... so the solution is to integrate these sections in one

section and remove barriers between them, and this is what allows

access to achieve the goals of the change, which is reflected in the

following aspects:

1. Increase the speed of operations.

2. Shorten the number of steps per transaction.

3. Exclusion steps that do not add value to the process.

4. Eliminate high-cost steps.

5. Exhaust pressure, and loss, and loss.

6. Raise the level of quality of the process.

7. Integration steps and the normal flow of the flow process to increase

the efficiency of the overall performance.

Fourth stage: re-design or construction operations:

The proper functioning of the previous stages contributes greatly to the

success of the process of re-designing processes, and efficient

management is able to design good for their operations and choose the

best alternatives and the fastest and most accurate, which is of course the

optimal use and arbitrator for both:

• modern technology.

• Information Technology.

• innovative thinking.

Until the new process in the best conditions and more economical than

its predecessor, it is imperative on the institution constant change and

testing permanent process in order to ascertain the need for changes or

additional enhancements again, and all this requires a change in

organizational structures, to be a few administrative levels and the scope

of supervision and widespread, and hence the other changes represented

in the behavioral characteristics necessary for employees to perform

work after re-engineering through communication, persuasion,

commitment, education and training, etc..

Fifth stage: implementation of the new process (the application and

follow-up):

The success of the implementation or application depends on the

achievement arbitrator of the stages before, and it is sometimes applied

operations on a small scale, and after training on the new processes in

order to reduce as much as possible of the errors and difficulties, and

represent This indicator of the success of the stage and therefore require

several things, including:

• tests and attempts to explore the new entrance.

• continuous monitoring of the results achieved.

• retraining of staff and intensely.

For this application and follow-up of new operations periodically allows

to improve and raise the added value resulting from the

Re-engineering, and helps ensure appropriate new management practices

and organizational effectiveness and enable employees, and this by

introducing revealed a range of questions, including:

• Do you run new processes successfully?

• Are well-understood by staff specialists?

• Are there any "errors", "bottleneck points"?

• What reasons, if any?

• Are new processes actually proved to be faster / cheaper / more

efficient?

• Is it better ways for customers?

This is what leads to determine the degree of effectiveness of the process

re-engineering processes and that could last sometimes months or even

year and two years, and the important thing is to be accompanied by

positive results and satisfying is particularly in increasing customer

satisfaction, as you might lose some workers their jobs or change their

positions after training ...

2.6-factors success of the re-engineering process:

There are a variety of factors and indicators, which can be a catalyst for

the success of the re-engineering processes and give it a more effective,

and these factors are basically following are:

1. Availability of external driving forces calling for change: note that

these programs require a permanent commitment, All this is not only a

sense of the leaders of the security establishment in the inevitability of

change, which pushes the institution to change to ensure adapt to the

new changes.

2. Support in required by the process owners: means need for workers to

participate in Re-engineering as more severely affected, because their

participation is a positive step and help increase collaboration in the

success of the operation.

3. Full knowledge Bhajiat citizens: it serves as a cornerstone in the re-

engineering program, and it

IFC must build a re-engineering program on the basis of knowledge of

customer requirements to ensure that they meet the desires of the best

possible way, and thus recall the case of greater satisfaction among

citizens and recipients of the security services.

4. Support and support needed by the advisory bodies: which can be

external The institution due to its specialization and expertise in this

area, where they help the institution to explore the imperfections and

find solutions for their operations or to facilitate the implementation of

the re-engineering program, as well as helping members of the

organization internally.

5. Preparation work teams trained and composed in different functional

areas: It is necessary to share skilled administrators representing all

major departments affected the operation of the team in order to ensure

the success of the operation and efficiency.

6. Development of integrated programs for human resources and

information systems: note that the re-engineering program depends

On human resources and information technology, must be the extension

of that construction (re-engineering) on these two areas and

improvement to be at the level of the aspirations of the organization.

While some argue that the viability of re-engineering can be identified as

follows :

1. Exchange of information shared and transparency.

2. Support the organization's mission.

3. Effective, flexible leadership.

4. Reduce costs and erase wasteful.

5. Optimum operation of the technology.

6. Using the concept of Juste-in-Time and immediate implementation of

the provision of security services.

The researcher believes that this will only be the commitment of the

security establishment to a holistic vision and courage through the

identification of the different processes that take place in the institution

and the desired results and be seen across all departments and sections

on an ongoing basis and not unilaterally.

Also believes that it takes to link the various security activities

operations giving level security leaders Central authority to take

decisions related to customers and processes that deal where, should also

focus on the added value of each process and how to achieve an increase

in satisfaction of citizens, through the use of technologies that contribute

to the strengthening process and increase speed and help coordination

between the different requirements and improve performance and added

value.

7 - the results of re-engineering and new form of organization

Whittling process re-engineering a range of results, multiple aspects can

be summed up in four basic elements are:

* Technical aspects relating to administrative operations performed by

the security establishment to provide the service in which they deal.

* Organizational aspects which specializes in ways and methods of work

and shape regulatory approach.

* Behavioral aspects, which relate to the total employees, managers and

officials.

* Environment and business climate, and organizational culture that

brings members of a single institution on certain values and principles.

Through the above, the researcher believes this may be combined

several functions in one function, or the application of the so-called

enrichment career instead of simple tasks sporadic jobs, especially in the

case of convergence functions and the need to staff his skills and one

close, as well as participation in decision-making concerning the

function what as participants in the process and responsible, and this is

reduced central and reduce the necessary procedures for the work (traffic

across multiple departments), but with the need for a method of "Process

Manager" which served as a coordinator between the steps and

procedures for complex operations and joint, which leads performed in

the end to achieve the required service to the customer in the best

conditions and lifting him from competitive institution in the markets

where it is active.

More importantly, behind all this is that the re-engineering programs that

benefit the security establishment in multiple ways and to help them

achieve their strategic objectives and the success of the process of

change, as achieved and confirmed by the experiences of the world in

this area and based on the following:

• to make a strategic change substantially by redefining strategic mission

of the institution, setting long-term strategies to revolutionize the

security establishment as a whole and to respond to technological

change and the needs of citizens.

• Focus on the larger goal of Reengineering the Corporation a strategic

reorientation of security workers institution's efforts to achieve growth

in the field of activity as a whole and not only work to reduce the cost at

full speed.

• Focus on a limited number of critical processes or activities and core to

achieve the organization's mission, and the initiative to set performance

targets and clear each of these processes and activities.

• Find opportunities that represent new growth confiscated in enterprise

security revenues to alleviate the burden of the state budget (geographic

expansion, entering into new market segments, dependence on new

distribution outlets, and introduce new products) through its subsidiaries

the security of the institution.

• take into account the growth of customer satisfaction (service

recipient) is the ultimate indicator in the rebuilding of the institution to

create value for all parties recipient (whether internal or external

audience).

• You must be a re-engineering program depends on the commander

of the institution and it should be the following:

- A futuristic vision.

- Prepare a clear message to the Foundation.

- Setting specific targets on a particular process or activity within the

institution.

- Initiating the re-engineering process actively.

- Make the best of his or motivate others to provide the best of their

experience to improve performance.

We conclude important result is that the re-engineering of security has

become inevitable in the light of the changes

You know domestic and international environment at various levels,

particularly technological development stunning in information

technology, which allows organizations to re-design organization

drastically, and how to perform the activities and operations of different,

and so bypass the traditional division of work and the work in the form

of specialized functions in a particular field, while becoming a a set of

procedures and integrated activities and the resulting objects of high

value and distinct, raises desire Alhmhor and affect the level of

satisfaction to him on the level and quality of services provided by the

security establishment, and the final outcome of the behind it is the

diminutive size enterprises (DOWNSISING) resulting from the

reduction of the workforce and integration of functions by the use of

computers with conservative institution to previous revenues and more

of them.

Based on the above can be described as the new institution or the

Foundation for the Future after the re-engineered and in accordance with

the changes and the new reality and renewed, as characterized by the

following features:

• small (medium) size in terms of number of personnel.

• automation (high) mechanism, where business depends on technology

information in the first place.

• do not have a stable organizational structure, but the adaptive structure

consists of interlocking groups of teams and is divided into fixed or

subdivisions successive levels.

• their of Atzmon knowledge and experience, and they the movement

Daúmoa and move between tasks and groups.

• Many of its members have no offices, but working remotely

(Teleworking) using the means of communication and information

technology.

• Do not trading securities, no files, no lockers for not keeping cash, but

are all transactions on the computer.

• linked to a lot of organizations locally, regionally and globally through

computers.

This is called the type of institutions that are characterized by the

aforementioned characteristics institution default

Which depends extremely on computers and modern communications

technology, particularly with the emergence of the phenomenon of the

Internet, which made it easier for institutions to do all their work without

direct contact, both among staff in the same organization or between the

institution and the citizens.

7 - the proposed future strategy for the security establishment 2012-

2017.

- The strategy means making future plans studied executable taking into

account the social values inherited and rapid development witnessed by

the entire world in all technical areas and the subsequent social

transformations have a dramatic impact on the security aspects

benefiting legacy past and see the present to reach a better future with

follow implementation mechanism Flexible track can be adjusted during

the implementation of the plan to cope with the reality of Egyptian

society. Since the functions of the Ministry of Interior security primarily

for that to be a strategy that take into account the "place, rights,

education, culture and knowledge gained"

- Because security planning and support services to him will have a great

impact unless concerted efforts others outside the framework of the

ministry in assessing an individual's behavior and Chabieh social values

that prevent committing the crime so adopted strategy of the Ministry of

Interior on the prevention of crime and in this framework built strategy

is based on take into account the prevention of crime before it occurs

and to take all necessary measures to address the causes of crime early

before they occur and frequent adoption of planning and anticipation

studied the potential for occurrence.

- That the strategy was built as well as the fight against crime and

preventive and therapeutic through the rehabilitation of existing on the

fight against crime courses teaching and means of modern technology

that will enable them to reach the criminals and their place the most

direct route, as well as analysis of statistical data periodically to study

the indicators rise or low crime rates, quality and knowledge of reality

and the reasons that led to the commission.

- As well as the creation of a privileged relationship with civil society

organizations and government institutions working in the areas of family

counseling and social rehabilitation centers in order to evaluate the

behavior of delinquents and the creation of specialized research centers

affiliated to the Ministry of Interior is working to follow up the

implementation of these strategies and organizing mechanism.

- The strategic importance that comes in light of what the country is

witnessing of the Renaissance, which included all aspects of life in the

country they came to simulate progress and challenge next phase

Schhdahma.

- That this cultural renaissance and scientific development and growth in

all walks of life imposes on all of us that do not leave things to chance,

but there must be a pause and at all levels, especially the security sector

to begin to review the past and live the present and look to the future and

that is the essence of strategy which sets the vision to clear and the

message that will lead to the goal, no doubt that the Interior Ministry is a

fundamental element in the system of government work and faced the

challenges and the tasks entrusted to them.

- The strategy aims as well as the definition of the employees of the

ministry in order to create sufficient awareness and strategic milestones

definition vision and message flowing to the Ministry of the Interior

through the strategy.

- In side on Human Resources Development The process of qualifying

the human element depends on several factors, including employment

policy, and training plans and material and moral support has established

strategic vision of these facts, it was axis human and one of the pillars of

basic and include operational procedures for these substrate following

areas: employment policy sophisticated - a variety of training plans, and

material and moral support unlimited .......

- With regard to employment policy point out that the ministry adopts a

plan descriptions and the order of the functions in all areas, which means

identifying the tasks and responsibilities of each function and Conditions

filled and attention to choose the best elements of police work.

- With regard to the plans of training, the ministry adopted plans with

paths advanced identified in the development of the annual training plan

to include give trainees knowledge and legal sciences, police and

administrative through training methods developed based on practical

applications and creative interaction between the trainer and the trainee,

and develop the skills and abilities of employees of the ministry to

ensure dealing efficient with the positions of the various security, and

the adoption of a plan tracks training which is based on determining the

quality and how much training courses on employees of the ministry

passed since he joined the service until its end in line with career paths,

as plans include training aspects to support training in the workplace to

ensure diversity training areas without impact on the drawee training and

the transfer of expertise and solve work problems and constraints, and to

prepare a cadre of trained Egyptians to contribute to the implementation

of training courses and development of training in the workplace, to take

advantage of global expertise in the field of training to develop the

outputs of the training process and the adoption of modern methods and

sophisticated "Example Agency British development officer", and the

preparation of future leaders select the best elements and qualify to fill

leadership positions in the future according to plan specific time

compatible with the ministry and continuous assessment of the outputs

of the training process to ensure compatibility with different variables

and set up training programs meet the requirements of the current stage

and future and adopt a plan for the scholarship include all disciplines

that are commensurate with the actual needs of the ministry.

In the area of financial and moral support said that it comes through

building and strengthening public education and professional to all

employees of the ministry so that they can accommodate the latest

developments and the quality of security performance and serve the

citizens and expatriates, and instill skill sense of security and good

dealing with the public at all employees of the ministry including

qualifies them to deal professionally with various events and attitudes,

and the provision of social care, and enhance the morale and work team

to achieve policy goals aimed at achieving the utmost security and

stability under the rule of law .

Strategy includes the slogan and the Ministry

of the Interior proposed

2012-2017

"Outstanding performance - active participation - lasting security"

- Where aspiring interior ministry through the completion of their duties

and functions to be blessed with the community and the state of stability

and prosperity, and strategic reads as follows:

►Strategic slogan

Outstanding performance - active

participation - lasting security

Aspiring Interior Ministry through the achievement of their duties and

functions to be blessed with the community and the state of stability and

prosperity, so is keen to develop its strategy embodying a deep

understanding of the challenges and security threats and ways to counter

its effects, and the adoption of means effective to overcome them.

These are challenges, internal challenges, from within the

environment ministry, and external challenges, at the same time

produce these challenges several threats, direct or indirect, overt or

covert, targeting Egypt's security and stability.

The vision, mission and strategic pillars embodied in the four pillars of

all intended to identify ways to meet those challenges and threats to

ensure the protection and the security and stability of Egypt.

►Sources strategic

- Permanent Constitution of the State of the Arab Republic of Egypt.

- Egypt's National Vision for the future.

- Laws and other legislative tools.

- Heritage and the Arab-Islamic culture.

- Egyptian customs and traditions authentic.

- Understanding the elements of security and stability and ways of

strengthening them.

- Recognizing the challenges and threats facing Egypt.

►Vision

Achieve the utmost security and stability under the rule of law.

►Message

Establishing security and safety in the country, through the

performance of a security on a high degree of efficiency and

professionalism, in the context of a genuine partnership with the

community.

Strategic pillars

The first pillar / Public Security

Concept of substrate;

The face of all the possibilities produced by the challenges and threats

effectively and flexibility in all circumstances, and understanding of the

causes and motives of the crime to adopt procedures to ensure that

prevention and control.

Objectives;

- Ensure continuous protection of the fundamental interests of society.

- Maintenance of the rule of the state.

- Reducing the crime rate to a minimum.

- The fight against crime to disclose the perpetrators in the shortest time.

Means of implementation;

- Put each department on a security plan takes into account the face of

all the possibilities.

- Determine the strength of the human elements and equipment to deal

with any event runs smoothly and efficiently high.

- To be effective confrontation and high flexibility are able to adapt to

the diversity of challenges.

- Adopt procedures above normal characterized by firmness and speed to

cope with emergency situations.

- Develop a plan prior to face any development especially if declared the

state of emergency, as the lead ministry additional tasks commensurate

with the case.

- Take work patterns and procedures very advanced and flexible and

accurate highs in implementation especially if the state were to natural

disasters or any other significant risks.

- Understanding the causes of crime and its motives.

- Monitoring changes in the society and to take appropriate action in this

regard.

- Stand early on negative behavioral phenomena, and study and develop

ways to reduce the aggravation.

- Adopt measures to prevent the emergence of organized crime or of an

ethnic nature or community emergency.

- Adopting advanced work patterns to meet some of the types of serious

crimes or to prevent the commission.

- Adoption of the language of numbers in the follow-up or prevent

crimes committed.

- Time limit to catch the perpetrators.

- Improve some workshops in the departments concerned to follow up

the crime.

The second pillar / relationship with the

community

Concept of substrate

Build a relationship between the ministry and the community based on

mutual respect permanently supported work patterns sophisticated

reflect the depth of understanding of employees of the ministry of their

duties and functions and powers under the law, and their behavior moral,

ethical and contribute to the spread and deepening of security awareness

and immunity security in the ranks of individuals and society in order to

ensure their effective participation in the consolidation of security and

stability.

Objectives

- Dealing with transparency with citizens and expatriates through moral

values and behavior Rezin lead to earn their respect and satisfaction.

- Enhancing mutual trust between the ministry and the community.

- Security awareness in the community including deepens recognize the

responsibility to participate in protecting the security and stability of the

state.

- The development of the concept of community policing through the

mainstreaming of social policing.

Means of implementation

The role of the employees of the ministry

- Follow the optimal behavior in the deal.

- Comply with the law imposed on them from the duties and the

consequent authorization of powers, which is a relative and not absolute.

- A commitment to neutrality between the law and the citizen or inward

when applying the law.

- The pursuit because they get people's respect.

- Perform the work capacity of the chest and patience.

The role of the ministry

- The performance of the ministry and the duties and functions of a high

quality.

- Interaction with the community, creating a sense of individuals, they

are good participants in providing security on the basis of that the

responsibility for the security of Egypt is everyone's responsibility, and

that the citizen and visitor are the authors of definite interest in

maintaining the security and maintenance of.

- To maintain liaison with the victims of serious crimes to confirm in

restitution.

- Strengthening the relationship ministry active sectors in the society.

- Approve a plan to tighten security awareness in the community

entrusted to conscious cadres to the ministry's active role in the

protection of society.

- Post samples from members of the community who represent

important sectors in which to evaluate the implementation of that plan.

Third Pillar / Human Resources

Concept of substrate

Preparation and qualification of the human element in the ministry, and

to provide all kinds of support possible to enable it to perform its duties

and functions efficiently and replay ability.

Objectives

- Developing the capacities and competencies of workers in the ministry

to meet the challenges and current and future threats.

- Promote a culture of employees of the ministry of police and public,

including self-develop their skills.

- Prepare highly effective leaders enable them to make the decision in

the appropriate time and circumstance.

- Foster a spirit of cooperation and responsibility among the employees

of the ministry.

Means of implementation

Adapt the rules for the preparation and rehabilitation of the human

element to suit the requirements of the development of the state in all

areas.

- The development and improvement of the foundations and the

selection criteria and volunteer to work in the ministry.

- Upgrading to train and prepare officers.

- Diagnostics and competencies developed and promoted, and invested

to improve performance.

- Work to match the skills and competencies with the roles and missions.

- Make understanding the employees of the ministry of the importance

of culture and the culture of more established jurisdiction.

- Encourage the ministry to continue their education and study for its

members while creating privileges and incentives in this regard.

- Promoting scientific and practical training courses, with the adoption

of the best scientific methods to achieve this.

- Advancement of the leadership qualities of a man police and deepened.

- Optimal use, and effective distribution of human resources.

- Work to make the deeper spirit of cooperation established through

renewed work patterns.

- Care personal and family affairs for the employees of the ministry,

including strengthens their morale.

- Strengthen the capacity to deepen self-awareness of security and

immunity to the employees of the ministry.

- Develop ministry accurate plan showing its procedures to develop

awareness and a sense of security for their employees.

Fourth pillar / material resources .. And

technical development

Concept of substrate;

- Provide all the supplies and equipment through physical and financial

abundance contribute in supporting the performance of the ministry of

the duties and functions, taking care to follow the technical

development, and work on exploiting it to raise the level of performance

and strengthen national capacities for the management of all uses of

technology in the ministry.

- Objectives;

- Provision of financial resources through meticulously prepared budgets

to secure the necessary equipment and advanced tools.

- Optimization of the available financial resources.

- Development of individual and collective capacity to deal with

technical developments, including security work supports.

- Develop a database of national cadres trained to manage the techniques

used.

Means of implementation ;

- Make the rehabilitation and preparation of an active human element by

providing all the material resources available.

- Ensuring the equipment and modern and sophisticated tools to create

the right climate for the ministry to provide services with skill and

quality of the replay.

- Securing a typical working environment for workers in the ministry.

- Broaden the base of workers in the fields of communications and

information technology.

- Her active search for the Egyptian energies management mechanism of

action of advanced equipment and use it skillfully.

Implementation of the strategy

- The establishment of the Department for Strategic Planning in the

Ministry of the Interior to follow up the implementation of the Strategy.

- Spreading the concepts and pillars of the strategy and implementation

of an educational campaign highlighting the importance of work and

strategic planning to improve the functioning of the ministry.

- Put all department of the ministry's annual plan executive in her field

for the application of the general trends and that came in the strategy.

- Discuss management plan between the concerned administration and

management of strategic planning in order to put the final touches to the

plan before proceeding with implementation.

- Hold an annual meeting to discuss the implementation of the strategy

and new developments produced by emergency challenges or threats.

►National Vision

- That the strategy included a clear vision set goal for the ministry in

particular and all of residing on the land of Egypt in general and was this

vision to achieve maximum security and stability in the light of the rule

of law, a goal that we are evident in our reality today and hopefully

continue in the future .... The biggest challenge involved in this vision is

how to maintain them and to ensure its continuity and achieve maximum

levels.

- The pillars upon which the strategy stems and inherent in the tasks and

duties assigned by the ministry in addition to other sources referred to in

the strategy, has strengthened the national vision for Egypt these pillars

where it came pillars of this strategy harmonious and compatible with

the contents of that vision, as these pillars are complementary in terms

included two main pillars of Public Security and the relationship with

the community and other supportive and support are the two pillars of

human resources and material resources and technical development.

- That the vision of material resources and technical sophistication, this

substrate is vital artery guarantor to provide support for the pillars of the

other and achieve their goals efficiently and adequacy Taathakqan

providing financial resources through budgets meticulously prepared

with achieving the best use of available financial resources to provide

and secure all the necessary equipment, tools and techniques developed

with the need for rehabilitation and training of national cadres to ensure

the provision of base and a solid run Boisttha national latest technologies

used by the ministry or seeking to acquire in the future.

- The launch of this strategy continued the efforts made previously and

came this strategy to put in a general framework governing through the

efforts and mobilize the energies and specifying the goals and plans have

to be evaluated results in the light of clear criteria which can be the

competent authority in the ministry in the management of strategic

planning of the calendar course of this strategy.

►Mutual trust

On the second pillar of the pillars of the strategy is the relationship with

the community they aim to stay the relationship between the ministry

and the community based on mutual respect is supported by work

patterns developed reflects the understanding of employees of the

ministry of their duties and functions and powers under the law, and

their behavior ethical and moral, and contribute to the spread of security

awareness and immunity security in the ranks individuals and society in

order to ensure their effective participation in the consolidation of

security and stability.

That the objectives of the second pillar are summarized in four

points:

- Dealing with transparency with citizens and expatriates through moral

values and behavior Rezin lead to earn their respect and satisfaction.

- Mutual Tazizalthagh between the ministry and the community.

- Security awareness in the community including deepens recognize the

responsibility to participate in protecting the security and stability of the

state.

- Development concept Acharthalmojtmaah through deepening the

social perspective to work .... To achieve these objectives there will be

requirements do ..

And summarized as follows:

- Mental Ngairalsourh negative for the police.

- Deepening of security awareness among members of society.

- Rehabilitation of employees of the Ministry of Interior.

►The efficiency and effectiveness of ;

Antalacamn interest and applying Interior Ministry Astratejathabtrivh

characterized there Efahwalfalah group specialties management ستمارسه,

including: -

- Spreading the culture and the concept of strategic work with the

departments of the definition of the strategy and objectives.

- Determine the operational programs and the time required to

implement the approved plans for the overall development.

- Coordination with other departments, committees and working groups

related in all matters relating to the implementation of the ministry's

strategy.

- Develop and implement coordination and follow-up systems to control

and performance measurement.

- Performance Development departments of the ministry through the

assessment and improvement of procedures and Vqat overall quality

specifications.

- And provide statistical data of the ministry in coordination with the

competent departments and analysis of these data and statistics in order

to raise the standard of performance.

► I have addressed the general strategy: -

- The importance of teamwork, which seeks to achieve the objectives

through clear planning for the development of institutional performance

which will undoubtedly impact on the community in maintaining the

security and integrity.

- Also addressed the four pillars strategy is directly in line with the

vision of Egypt's future, namely, public security, human resources and

keep pace with technical and financial support, the relationship with the

community.

- That the strategy will not be static, but will be flexible and keep pace

with the developments that occur in the community and that's the most

important what distinguishes it.

- Called through one strategic pillars to prepare leaders and their moral

support and educate all employees in the ministry and their role in the

deployment of security awareness in the community, which will

contribute to improving the mental picture of the security services.

As already mentioned, the strategy on security aspects and emphasized

the importance of public safety in the light of cities and buildings

designs and plans for future development and emphasis on attention to

issue a decision Egyptian standards

(Security Code for buildings to cities and designs buildings in terms of

public safety, where it affects the speed of access to the event location

and characterization of structural materials used and the organization of

the work of engineers and architects to maintain the safety of citizens

and their property)

Slogan of the strategy of the Ministry of Interior Five-Year (under the

high performance and active participation and lasting security) aims to

achieve security and stability of the society, which may require the

creation of the Department of Strategic Planning to follow up the

implementation of the strategy of the Ministry of Interior to continue

execution.

Conclusion:

Through this offer Manual of the concepts related to organizational

change and the contribution of re-engineering in the process of change

and improve the performance of the security establishment and the

proposed strategy, the most important results can be displayed in the

following elements:

• work environment characterized by security at the moment is complex

and frequent changes that have made the ways the conduct of activities

in the security establishment is not valid under the current

circumstances.

• organizational change became a key factor to improve the functioning

and implementation of processes within institutions in aspects

Different, allowing the achievement of objectives and improve

performance, through a change in the organizational behavior of the

institution.

• The Foundation aims behind organizational change to increase the

organization's ability to adapt to environmental developments, and it

improved their performance and competitiveness.

• There are many motives behind the institutions sought to bring about

organizational change, what is an internal (change goals, automation,

low profits ...), and some of which is external (competition, economic

conditions ...).

• The re-engineering a important mechanisms in the process of

organizational change, through a radical change in the performance of

the Foundation's activities and operations, and invent new ways to it and

make a break with the tradition of administrative and behavioral would

be futile to work out, but the foundation is speed in delivery and lower

cost.

• There axes many through which the process of re-engineering, from

improving processes related to the field of action, through to redesign

radically and rapidly Transact can institution to reap the fruits of this

effort in a timely manner, and through other processes such as

determining activities recognized for the value and strategic processes

and structures ...

• determined the success of the process of re-engineering over a

motivation and stimulate the officials and subordinates to do the change

and see the feasibility of and behind it, and it commitment to the

principles of change and its requirements, which usually stems from the

needs and desires of the customer may need to advisers even from

outside the organization, with the composition of teams trained in

multiple functional areas.

• From the results of re-emergence of a new form of engineering

institutions characterized by small, simple, and a flat organizational

structures, focusing on decentralization in decision-making and

predominantly sophisticated technological and information, and work

teams qualified labor.

• Develop regulations policing in its objectives and its administrative

units and service activities, and the removal of duplication or conflict or

ambiguity, and taking into account the proportionality between the size

of the security establishment and the tasks assigned to it.

• improve the quality of services provided to citizens by the police

services, by increasing organizational effectiveness, and raise the

efficiency of the performance of the hardware and staff, and to facilitate

paths and work systems used and improved.

• increasing degrees of compatibility between the size of the

administrative apparatus policeman and the requirements and conditions

of employment on the one hand, and future strategic directions towards

fewer security services and more specialized and better performance on

the other.

• reduce the cost of operating the security apparatus, and directing the

savings toward increasing effectiveness and efficiency.

• increasing degrees of integration with the civil community sector, and

opening it, and encouraging role in the development of sustainable

security, and possible allocation of corporate activity of the Ministry of

Interior and commercial management style.

• strengthen institutional and collective action and coordination in the

hardware and the various security institutions, and establish the principle

of accountability to ensure the achievement of excellence.

• Study the size of jobs and the number of staff and the need for them,

with positive reinforcement of the trends of the staff toward public

office, and motivate them to increase productivity, and improve the

quality of their performance, and attention to determine their careers and

training in sensitive successive developments in the conditions and tools

different work, as well as a clear perception of the functions that you

need by institutions, and capacity for occupancy, and the quality of

training that suits them.

• promote the concepts of administrative decentralization and job

enrichment and empowerment at the level of key sectors and branches

and basic management units, with the devolution of powers and

distribution activities and concerns of the ministry positively active on

their geographic sectors and different quality including increases the

efficiency and effectiveness of the services provided at the public level .

Footnotes and references:

1) Quran Karim, Al-Isra, verse 85

2) Mr. Hawari: "Organization of the 21st century: curriculum development companies and

institutions to cross into the 21st century", Generation Printing House, Cairo, Egypt, 1999.

3) Hussein harem: "management organizations from a holistic perspective," Hamed Publishing

and Distribution, Edition 1, Amman, Jordan, 2003.

4) Mohammed Ben Youssef tigers العطيات: "Change Management and contemporary challenges

to the Director," Hamed Publishing and Distribution, Amman, Jordan.

5) Mohamed Serafi: "Change Management", Jalal Printing, Alexandria, Egypt, 2006.

6) Ibrahim Oak: "principles and recent trends in the management of institutions", Edition 1,

Renaissance House, Beirut, Lebanon, 2005

7) Norbert Thom: Management du changement elements de base pour "change management"

differencie et integre, Gestion 2000, Mai / Juin 1999, p19

8) Said Yassin Amer: "Leaders and Future Prospects", modern Ottoman Press, Cairo, Egypt,

1998

9) Fred Najjar: "re-engineering processes and corporate restructuring to deal with globalization

and the new trade wars", a good house, Cairo, 2004

10) Ali peaceful: "the development of performance and renewal of organizations," House Quba,

1998,

11) Nabil Khalil Mursi, competitive advantage in the field of neglect, the Alexandria Center for

Book, 1998

12) Provider / Yahia el zont , the role of leadership and strategic planning in crisis

management, pursuant to the revolution of January 25, 2011, research presented to obtain a

diploma degree Crisis Management, American University, Cairo, 2011

13) Provider / Yahia el zont , driving between reality and expectations after the events of

January 25, 2011, research presented to the requirements of the Central Leadership Neil band,

Officers Training Institute, the police academy, Cairo, 2011.