The purpose of this study was to investigate the evolution and development of the field of public administration in the Kingdom of Saudi Arabia. Factors which brought about programs of public administration and which have been influential in the development of these programs were analyzed. Although the historical roots of Saudi public administration are traced to the recapture of Riyadh by the late King Abdulaziz Al-Saud in 1902, modern public administration in the Kingdom actually began in 1953 with a royal decree which established the Council of Ministers. Factors that led to the establishment of the Institute of Public Administration and the birth of public administration programs at major Saudi universities include the country's rapid socioeconomic growth, rapid administrative expansion, and policies of administrative reform, higher education development, and the ambitious Five-Year Plans. Despite the fact that attention to the field of public administration in the Kingdom of Saudi Arabia dates back to the establishment of the College of Commerce at King Saud University in 1959, the real start of teaching public administration in Saudi universities is considered recent. The field of public administration is paralleled with the establishment of the Departments of Public Administration in King Abdulaziz University in …

The problem with which this study is concerned is to determine and identify the factors associated with the choices Arab graduate students make when selecting their graduate school and major area of study at institutions of higher education in the United States. In addition, comparisons are made between the responses of Arab graduate students (1) who attend American private schools with those who attend American public schools and (2) those who are self-supported with those who are outside supported.

The problem of the present study was to describe and analyze marketing in Saudi Arabia and American marketing executives' knowledge about the Saudi market. The purposes of the study were twofold: (1) to describe and analyze marketing in Saudi Arabia and (2) to determine what American marketing executives know about the Saudi Arabian market. This study employed both primary and secondary data. For the analysis of marketing in Saudi arabia, primarily secondary sources were used from the available literature. For the analysis of American marketing executives' knowledge about the Saudi Arabian market, primary sources were used in the form of American marketers' responses to a mailed questionnaire.

This study examines the political and administrative role of planning and budgeting in Saudi Arabia. It demonstrates how they have contributed to lessening the political crises of distribution, participation, and penetration that confront developing countries. The study also investigates how these two bureaucratic processes have helped adapt rapid changes in a manner acceptable to the cultural milieu. In addition, the study explores the politics of planning and budgeting and identifies the roles various actors play. The evolution and institutionalization of planning and budgeting are examined through printed materials and interviews with planners and budgeters in the Ministries of Planning and Finance. In addition, a number of the Ulama, businessmen, former government bureaucrats, officials of key ministries and agencies, and media were interviewed in an attempt to understand how they interact in the politics of planning and budgeting.

The central theme of this study is to survey and critically examine existing Saudi Arabian Airlines (Saudia) Management Development Programs (MDPs) in order to determine which areas of the current programs must be given priority and greater emphasis at Saudia, as well as to ascertain MDP's effects on managers, staff managers, and supervisors. The purposes of this study are (1) to review and evaluate the progress made in managerial development at Saudia from 1972 to 1977 in terms of objectives and effectiveness, and (2) to explore the development of Saudia's managerial needs. The criteria used in this analysis are based upon managerial effectiveness. Although scattered significant differences appeared in some of the data presented in this study, no specific patterns were found among these differences, and it appeared that MDP could not produce any change in the behavior of those managers, staff managers, and supervisors who participated in it. This was a clear indication that MDP was far from achieving its objectives. Several factors contributed to this result, including misunderstanding of Saudi Arabian culture and circumstances; lack of support from top management; lack of manpower analysis; lack of cooperation, coordination, and communication between the training department and other departments at …

This study focuses attention on the multinational organization, an emerging phenomenon, in which people from different cultural backgrounds work together to produce a product or render a service. The purpose of this study is to enhance the available information about the potential for increasing productivity through the use of participatory programs, such as Quality Control Circles, in multinational organizations, especially those operating in Saudi Arabia.

This study has been primarily concerned with the pattern of economic development and the role of the multinational corporations (MNC's) in that process in the Kingdom of Saudi Arabia. Two contrasting theoretical frameworks were adopted to assess the pattern of economic development followed in the Kingdom of Saudi Arabia from 1970 through 1983. The first theoretical perspective is the neoclassical approach to economic development which postulates that the productive resources at the disposal of a country and the institutions developed to guide the prudent use of them are paramount to a balanced development. On the other hand, Hymer's contrasting perspective is based on the Law of Uneven Development. Essentially, Hymer claimed that inequality is built into the growth mechanisms of the present day world capitalist economic system that shapes the international economy through the agency of the multinational corporations. Therefore, any involvement by the MNC's is necessarily hierarchical, and characterized by dominance and dependence as well as wealth and poverty, particularly between the industrial countries of Western Europe and North America and the less developed countries in the Third World societies. Ironically, the Saudi Arabian case shows that Hymer's Law of Uneven Development is questionable. First, instead of the location …

The story of Saudi television began in 1962 when King Faisal, who was then the crown prince, pointed out that the government intended to utilize the medium of television as a tool for information, guidance, culture, and recreation (Saudi Arabia, Ministry of Information, 1985). From July 17, 1965, when the first transmission signal went out simultaneously from stations in Riyadh and Jeddah until the transfer to the new Riyadh Television Complex in 1982. Saudi television has gone through many phases of development. The most recent development was the introduction of commercial advertising in 1986. Saudi television commercials have taken the form of 10 to 20 minute blocks which are taped and then aired many times during the broadcasting hours. Because Saudi television is a governmental operation, all of the funds required to maintain its expenditures are provided by the Saudi government, and commercial advertising is a new development. Thus, there was a need for a study which told the story of commercial advertising's development in Saudi television.

Before the discovery of oil Saudi Arabia's economic structure was limited, and the majority of the population was engaged in herding and agriculture. Social life was also very simple. The Saudi economy has made tremendous strides since commercial oil production began in 1938. A series of national development plans was formulated, and the government has devoted considerable attention to the improvement of education, the Bedouin lifestyle, and many other aspects of society. Chapter I of this thesis presents background information about Saudi Arabia, and Chapter II outlines the development of its oil resources. Chapters III, IV, and V describe Saudi Arabia's family life, its educational system, and its nomads. Chapter VI offers a summary and suggestions for enhancing future development in the kingdom.

The main objective of this research is to test some of the hypotheses linking economic development, social mobilization, legitimacy, and the coerciveness of the regime with internal political conflict. Each proposed hypothesis is to be tested across sixteen predominantly Islamic Middle Eastern nations for data from two time periods, 1960-66 and 1967-73. To check for the consistency and strength of the hypothesized relationships the test results for each hypothesis for the first period data will be compared with those of the second period.

This study examines the consequences of interdependence between Saudi Arabia and the United States from 1960 to 1978 as it relates to the concepts of cooperation and conflict. Research on interdependence focuses primarily on relations among Western countries and on whether interdependence is increasing or decreasing between them. It has rarely addressed relations between countries with different levels of economic development or the consequence of interdependence for international relations in terms of conflict and cooperation. Specifically, this study examines the following question: Does the level of interdependence between Saudi Arabia and the United States have any affect on the level of bilateral conflict and cooperation between the two countries? The hypotheses are tested using regression analysis. The primary conclusion is that increases in bilateral interdependence between Saudi Arabia and the United States from 1960 to 1978 produced increased cooperation as well as conflict.

This investigation compared the perceptions of responsibility, authority, and delegation held by department chairpersons and those held by faculty members in Saudi Arabian universities. The three purposes of the study were to determine differences in perceptions between department chairpersons and their faculty members, to determine any significant interaction between the independent variable (position) and each of the eleven clarification variables with respect to respondents' perceptions, and to determine any significant difference in perceptions between respondents in different categories of each of the clarification variables. The findings were as follows. There was a significant difference in perceptions of responsibility between department chairpersons and their faculty members, but no such difference was found for authority or delegation. Significant interactions were found between position and three of the clarification variables with regard to perceptions of responsibility, between position and none of the clarification variables with regard to perceptions of authority, and between position and four of the clarification variables with regard to perceptions of delegation. In addition, significant differences in perceptions were found among categories of six clarification variables with regard to responsibility, of four clarification variables with regard to authority, and of seven clarification variables with regard to delegation.

Interview with Howard Yergin, an employee of Caltex Petroleum Corporation from New York City. Yergin discusses his career with the company, including his education and Army service, hiring by Caltex, move to Shanghai in 1948 and business conducted there, businessmen who helped reestablish Caltex's Chinese market after WWII, fleeing China in 1949, attempts at recouping capital from the Chinese government, operations in Hong Kong, changes in the oil market over the years, corporate financing, internal reorganization, OPEC, Persian Gulf economies, South African operations, the tanker fleet, and the company's move from New York to Dallas.

Interview with executive of Caltex Petroluem Corporation, Leigh D. Josephson, including his personal experiences related to employment with Standard Oil of California, his assignment to Bahrain and transfer to Caltex, the construction of Ras Tanura refinery in Saudi Arabia, and the bombing of the Bapco refinery in Bahrain. Josephson also talks about refinery operations in Bahrain during and after World War II, his various positions and responsibilities with Caltex and Bapco, work in Bahrain and the Philippines, his personal relationship with the Bahraini royal family, and the OPEC and Arab oil embargoes in 1967.