The Reality of Algerian Universities Doctoral Students Configuration

Authors

  • Dr. Imane Bebba

  • Dr. Imane Bebba

  • Sulieman Ibraheem Shelash Al-Hawary

Keywords:

institutions of higher education, an algerian university, doctoral students, configure doctoral students

Abstract

Algerian higher education institutions know rapidly enrolment in institutions of the sector, which was reflected on the relative increase in enrolment in doctoral programs, especially after the adoption of the reform of higher education system in accordance with the Bologna three-cycle approach (License, Master, Doctorate “system LMD”). Therefore, through this article, we will try to provide detailed information about the reform of higher education system in Algeria to focus on reforms affecting doctoral programs. Also we will try to analyze reality Configure of doctoral students at the University of kasdi merbah Ouargla under transition and coexistence with doctoral programs in classical systems (doctorat of science) and new (doctorat LMD) highlighting the most important methods to evaluate, monitor and follow up the progress of the research work of doctoral students at the same University, in order to identify the problems hindering the completion of doctoral theses on time, and at last we will try to build a conceptual model that reflects our workflow system configures doctoral students in the light of our analysis and provide Conclusions, and recommendations will benefit both the Government and decision-makers in higher levels at Algerian universities, and students enrolled in doctoral programs now and later.

How to Cite

The Reality of Algerian Universities Doctoral Students Configuration. (2017). Global Journal of Management and Business Research, 17(G3), 21-33. https://journalofbusiness.org/index.php/GJMBR/article/view/2324

References

The Reality of Algerian Universities Doctoral Students Configuration

Published

2017-11-24

How to Cite

The Reality of Algerian Universities Doctoral Students Configuration. (2017). Global Journal of Management and Business Research, 17(G3), 21-33. https://journalofbusiness.org/index.php/GJMBR/article/view/2324