Somayyeh Zarei; Nahid Naderibeni; Hassan Zarei Matin
Abstract
This study aimed to present a model of educational leadership based on aesthetics in Iranian public universities from 2019 to 2021 with a qualitative approach. In this applied-exploratory research, the data collection tool was an interview. The statistical population included all experts from public ...
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This study aimed to present a model of educational leadership based on aesthetics in Iranian public universities from 2019 to 2021 with a qualitative approach. In this applied-exploratory research, the data collection tool was an interview. The statistical population included all experts from public universities and 13 people were selected as a sample of statistics by the snowball method. In the open coding step, 952 initial codes were extracted. In the end, 123 concepts were explained in the form of 33 sub-categories or components, and 10 main categories in the form of 6 categories formed the paradigm model of educational leadership based on aesthetics. In the proposed model, the beautiful educational leader became the center of gravity of the paradigm model with samples of the leadership of mind and emotions, beautiful educational behavior, the spiritual look and insight, and adornment. Individual capacities and atmosphere of the university as causal conditions; institutional-organizational capacities including structural and process factors, culture, professional human resource management, and university image as the dominant platform; factors derived from the macro environment and cultural and stereotyped barriers and structural barriers as intervening conditions; socio-cultural strategies, educational-promotional strategies, modeling and honoring aesthetic leaders, reviewing and modifying programs along with strategies for streamlining, and beautiful bureaucracy as model actions and interactions; and ultimately creating a beautiful growing university, achieving personal maturity, and social development are the consequences of this model.
General Management
fateme bahadori Jahromi; Hasan Zareie Matin; Mohammad hossein Rahmati; Hosein Akhavan Alavi
Abstract
Scientific researches carried out on knowledge management have been more focused on the process of creating, sharing, and using the knowledge of organizations; however, little attention has been paid to “forgetting”. While in today’s dynamic environment, all organizations need to change, ...
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Scientific researches carried out on knowledge management have been more focused on the process of creating, sharing, and using the knowledge of organizations; however, little attention has been paid to “forgetting”. While in today’s dynamic environment, all organizations need to change, revise, and in most cases, discard the old methods of doing their work. This article attempted to present a comprehensive model of effective factors, mechanisms, and the consequences of organizational forgetting, applying content analysis and conducting semi-structured interviews with the managers of the city hall of “Qom City” and a number of academic elites in organizational learning and knowledge management. The effective factors of intentional organizational forgetting have been divided into three categories of individual, organizational, and environmental. Although these categories have some commonalities with the previous other researches, some factors in individual, environmental, and strategic forgetting have been studied for the first time in this regard. All the measures taken in performing intentional forgetting, and signs of the existence of this phenomena in the organization have been provided in order to facilitate their assessment in the second step and the final consequences of performing intentional forgetting. The consequences have also been categorized according to individuals, organizations, and clients.
Hasan Zareei Matin; Mohammad Hosein Rahmati; SEYYED Mohammad Mehdi Moosavi; Ahmad Vedadi
Volume 2, Issue 4 , October 2014, , Pages 19-36
Abstract
Starting point of implement various HR systems such as talent management and succession planning in any organizations is identifying needed competencies. To identify the competencies needed for cultural organizations effective management; this study conducted in two phases of design and validates the ...
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Starting point of implement various HR systems such as talent management and succession planning in any organizations is identifying needed competencies. To identify the competencies needed for cultural organizations effective management; this study conducted in two phases of design and validates the model. The model was designed through qualitative content analysis of conducted semi-structured & in-depth interviews with a sample of 15 Cultural experts. Three wave experts Delphi and analysis of questionnaires and structured Interviews used to validating model. Finally, Cultural Competencies Model included; 3 core competencies (Cultural identity, Cultural motivation and Software intelligence), 8 main/principal competencies and 23 subsidiary competencies, design and validated
