| Summary: | In 1997 the Saudi Government took a forward step to implement privatisation and to promote the process and its implementation in different public enterprises. They issued various resolutions and decisions for implementing and managing the programme but the process is moving slowly and rate of the implementation is limited. Implementation of privatisation is related to several matters, such as condition of the enterprise, content of the privatisation strategy, etc. This research concentrates on investigation and analysis of the privatisation programme in Saudi Arabia, with particular reference to the process of managing and implementing the programme. The main objectives of the study are: (1) to establish the reasons for the delay in implementing; (2) to investigate the barriers hindering the process in several enterprises and the level at which these barriers are hindering the programme; (3) to develop an "Efficient Models" to help the Government in smooth implementation of the programme. The research uses the literature review, survey opinions of a group of the public and private sector managers and various case studies as sources of data for the research. The methodology of the study evaluates whether the barriers to implement the programme in the country lie at the privatisation strategy level or at the enterprise level. It includes investigation of the barriers hindering of the programme, development of a main model and the other models based on analysis of the international experiences and their comparison with the actual implementation of the programme at Saudi Arabia. This study is designed to fill the gap in knowledge about planning and managing privatisation and monitoring the process of implementation. The study develops an "Efficient Models" which makes managing the process clear for all the organizations involved in the process. These models are allowing the Saudi government to implement, manage and monitor the privatisation strategy, employees' matters, restructuring and regulation policy.
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