اخبار سلطنة عُمان – وطن نيوز
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W6nnews.com ==== وطن === تاريخ النشر – 2026-02-22 19:34:00
Poll – Noura Al-Abri A number of specialists confirmed that developing the work environment in the government sector contributes to finding a practical balance that combines administrative stability and keeping pace with development and modernization, calling in a poll conducted by “$” for the need to overcome administrative challenges to achieve tangible results that serve the interest of work, and to focus on modern administrative methods based on empowerment and effective communication to be able to raise the level of performance and motivate employees, instead of traditional methods that often focus on strict control and routine procedures. As Dr. Samira bint Abdullah Al-Rawahi, a consultant, says In institutional management: “The work environment in the government sector is an essential element in determining the efficiency of performance and the quality of services provided to people. Because it is directly linked to employees and the way decisions are made, and this is in line with the goals of “Oman Vision 2040”, which focuses on good governance, developing the administrative apparatus and raising the level of institutional performance. She added: “With the current administrative and technical changes, it has become necessary to study the reality of the government work environment, understand the most prominent challenges, and explore future development opportunities.” The doctor explained that the work environment in the government sector is characterized by clear organizational rules that provide great job stability and ensure continuity of performance, which is a strength for any institution. But on the other hand, this may affect Stability is sometimes at the level of flexibility and speed of response to changes, and from here the real challenge emerges: finding a practical balance that combines administrative stability and keeping pace with development and modernization. Routine procedures. The doctor pointed out that administrative challenges do not stop at the complexity of routine procedures only, but extend to include weak coordination between administrative units and multiple levels of decision-making, which is reflected in the speed of achievement. Also, limited powers at some job levels may reduce the initiative spirit of employees, and limit the ability of institutions to respond quickly to work requirements. Recent administrative experiences show that improving performance does not depend on necessarily increases spending, but is more related to how to better invest available resources, indicating that one of the effective and low-cost means to achieve this is to simplify and reorganize procedures, clarify roles and responsibilities, and enhance communication between administrative units, in addition to adopting indicators to measure performance, and establishing a culture of teamwork that may contribute to raising efficiency without the need for additional financial burdens, which is consistent with the directions of “Oman Vision 2040” towards enhancing the efficiency of government spending. The doctor went on to say: Smart management is not based on the size of resources. Insofar as it is based on good management, making decisions based on accurate data, and making optimal use of available technologies, and in this context, “Oman Vision 2040” emphasizes the importance of institutional transformation and governance as two basic inputs for maximizing the use of available capabilities, explaining that when resources are managed efficiently and priorities are clearly defined, it becomes possible to achieve tangible results even with limited financial resources. Dr. Samira Al Rawahi indicated that digital transformation is one of the most important factors that drive change in the government work environment; It contributed to simplifying procedures and improving coordination between various parties. However, the analytical reading indicates that achieving the full positive impact of this transformation depends on the readiness of human cadres, continuity of training, and the ability of institutions to manage change effectively. What is required is not just formal digitization, but rather a real transition towards an integrated institutional transformation that is reflected in the quality of performance and efficiency of services. The government sector needs to work on several parallel paths, such as simplifying and reorganizing procedures, expanding powers, and improving performance evaluation systems, in addition to investing in the development of human competencies. Spreading a culture of innovation and linking performance to results are among the basic pillars for achieving sustainable institutional efficiency and enhancing the quality of work. Pointing out that administrative leaders play a pivotal role in shaping the work environment, not only by implementing systems, but by establishing an institutional culture that encourages development and enhances accountability. Experiences show that leaders who adopt modern administrative methods based on empowerment and effective communication are more capable of raising the level of performance and motivating employees, compared to traditional methods of management. Data also indicate that improving the work environment in the government sector requires following several parallel paths, such as redesigning procedures, expanding powers, and developing performance evaluation systems, in addition to… Investing in human capital development. Also, enhancing the culture of innovation and linking performance to results are two essential inputs for achieving sustainable institutional efficiency and enhancing the quality of work. Regarding the administrative challenges that may cause slow improvement of work, Dr. Samira Al-Rawahi says: An analytical reading of the daily workflow indicates that administrative challenges are not limited only to the complexity of routine procedures, but also include weak coordination between administrative units and multiple levels of decision-making, which leads to slow achievement, and the limited authority at some functional levels reduces individual initiative and limits the ability of institutions to respond quickly to work requirements. Emphasizing that improving the work environment in the government sector requires following parallel paths, such as re-engineering procedures, expanding powers, and developing performance evaluation systems, in addition to investing in human capital development, and enhancing a culture of innovation and linking performance to results are two basic inputs to achieving sustainable institutional efficiency. Adopting low-cost administrative tools may be consistent with sustainable development goals; It contributes to enhancing the efficiency of institutions, ensuring continuity of services, and achieving optimal use of resources. This approach also helps in building a flexible administrative apparatus capable of adapting to changes, which constitutes one of the basic pillars of “Oman Vision 2040” on its path towards a diversified economy and more efficient and effective government administration. A shared vision. In the same context, Saleh bin Ali Al-Falahi, Director of the Quality Department at the Ministry of Education, says: I realized from administrative experience that one of the biggest challenges in the government work environment was not the effort required by performance, nor the lack of competencies, but rather the lack of competencies. There is a need for a common vision between the divisions of each government unit of what good performance means, and this comes through adopting clear performance indicators. Because they represent a common understanding that leaves no room for disagreement about the direction of the team or organization, evaluations were largely based on criteria that did not measure what should be measured, and with the gradual move to measuring performance based on specific and announced indicators, we witnessed an increase in performance, but more important than that was the change we witnessed in the quality of dialogue within the organization; He shifted from focusing on matters such as justifying results to evolving towards discussing numbers, and from a defensive stance to searching for opportunities for improvement, adding: Performance evaluation in the employee’s mind is no longer just an accounting tool, and with conscious practice, periodic follow-up of indicators has turned into a collective learning platform for reviewing performance indicators, and what we currently need is support for conscious practice that enhances the concept of a safe space to discuss challenges, and make early corrective decisions collectively.” Continuous development Al-Falahi explains, saying: It becomes clear to everyone who has exercised an administrative role in the government sector that what enables the institution most is to Achieving sustainability for development and improvement is managing the change in the internal work environment to ensure a permanent improving way of thinking. If the focus in previous stages was only on service outcomes, the current stage is witnessing a shift represented by asking questions such as: Why is the beneficiary’s satisfaction not achieved despite our efforts? What is the next step for improvement? These are questions that ensure the sustainability of the gains and the value achieved from them, pointing to important methodologies that ensure sustainability through their daily practice in the work environment, such as tools that ensure clarity of roles and responsibilities and the involvement of employees, and enhancing their empowerment as team members, which increases their satisfaction, in addition to methodologies that give the team a clear vision of performance over time, provided that all of these capabilities are transformed into behavior and practice that everyone is keen to educate themselves, and by consolidating this institutional culture, the satisfaction of the beneficiary of services becomes a continuous development. Radical For his part, Talal bin Abdullah Al Balushi, a consultant in developing work environments, says: The government work environment in the Sultanate of Oman has witnessed a radical transformation since the beginning of the implementation of the ambitious “Oman Vision 2040”. The restructuring of the state’s administrative apparatus was the first spark for announcing the new phase, which is a “melting the ice” step in the change management methodology, during which all previous administrative practices are made available for analysis and study in order to get rid of practices and convictions that are not appropriate for the new phase. This was followed by the application of administrative methodologies. Based on the best international practices in planning, managing and measuring institutional and individual performance, simplifying procedures and digital transformation, with the aim of modernizing the government work system and making it more flexible and innovative, in line with global developments and keeping pace with citizens’ aspirations. Al Balushi stated: The introduction of modern administrative methodologies in government institutions was not just an administrative change, but rather a tangible transformation in the thinking and performance of the Omani government employee. This is evident through the institutions’ focus on developing more realistic plans linked to performance indicators that enhance the focus on results. The employee’s tasks and priorities have also become clearer, and every employee now knows his annual goals and their direct link to the goals of his organization. This clarity has strengthened the sense of responsibility among individuals, and pushed them to follow indicators of achievement independently and improve their performance to achieve the goals. Regarding the challenges facing various environments in government work, Al Balushi said: Despite these positive transformations, we are still halfway towards creating a work environment more suitable for achieving “Oman Vision 2040” and enhancing the level of employees’ loyalty to their institutions. An observer of government work environments finds that there are some challenges that officials must focus on, and among these challenges: weak vertical and horizontal internal communication between divisions and employees, which creates confusion about the institution’s vision that does not reach employees clearly, making them feel that their work has no meaning. This challenge It is exacerbated when the organization’s leadership focuses on external work with relative disregard for internal work, and also when the majority of work is accomplished through contracting with companies, which leads to neglecting the organization’s internal talent, which makes employees feel disconnected from the decision-making process or that they are not sufficiently involved in developing the work environment. Symptoms of poor communication and integration are the spread of a culture of minimal performance among some individuals as a result of their feeling of lack of appreciation or lack of motivation. Leadership skills: The accuracy of selecting leaders for supervisory positions is a pivotal challenge in creating more attractive work environments for employees. The work environment sometimes suffers from placing the wrong person in a supervisory or leadership position, either as a result of weak selection criteria or reliance on seniority and nepotism instead of competence, which affects the morale of work teams and weakens the quality of administrative decisions as a result of many supervisory position holders lacking leadership skills and sufficient technical expertise to manage their divisions. To improve selection processes, the government adopted several projects such as the National Framework Project for Job Competencies, the Human Resources Management Matrix, and the practice of preparing the second row of leaders, but the impact of these projects is still unclear on the level of employee satisfaction with the official. Direct. Hilal bin Saeed Al-Sabti believes that government institutions today are witnessing increasing challenges in responding to the aspirations of society and accelerating the provision of services, in light of the accelerating digital transformations, artificial intelligence, and operational efficiency requirements in institutions, stressing that simplifying procedures comes as one of the most important strategic paths to raise productivity, improve the quality of services, and increase the satisfaction of beneficiaries without placing additional burdens on human resources, as the complexity of administrative processes and long approval chains often lead to wasted time and a decline in beneficiary satisfaction, and may even reflect negatively on the morale of the employees themselves. Hence, re- Designing procedures according to modern methodologies such as analyzing processes, removing useless steps, and delegating powers intelligently represents a real opportunity to achieve qualitative leaps in institutional performance. International experiences have proven that reducing and simplifying operations does not necessarily mean compromising the quality of service or governance. On the contrary, it can contribute to enhancing transparency and controlling responsibilities when combined with digitization and the use of smart systems. Switching to electronic and smart services, automating procedures, and linking government agencies through unified platforms contributes to shortening time, reducing errors, raising the efficiency of decision-making, and speeding up completion. In the Omani context, these efforts are consistent with the goals of “Oman Vision 2040,” which places the efficiency of the administrative apparatus and the quality of public services at the heart of national development. However, the success of initiatives to simplify procedures requires more than developing systems; It requires an organizational culture that supports change, empowering employees, investing in capacity building, and measuring impact on an ongoing basis. He adds: The transition from “process management” to “value management” is what makes the real difference. When processes are designed from the perspective of the beneficiary, maximizing the value provided, and measured by clear indicators of performance and quality, bureaucracy is transformed into a flexible and effective service experience that enhances trust between the citizen and the institution, and supports the process of sustainable development. This is because value management focuses on “why” and “how” to maximize impact.
