Public Management
somayeh hassani; seyed ali akbar Ahmadi; Bahram Sarmast; hassan alvedari
Abstract
In today's turbulent world, organizations are struggling to gain competitive advantage. Staff silence has led to stagnation and inactivity in their physical and social networks, pushing the organization to the brink of collapse. The purpose of this study was to design a comprehensive organizational silence ...
Read More
In today's turbulent world, organizations are struggling to gain competitive advantage. Staff silence has led to stagnation and inactivity in their physical and social networks, pushing the organization to the brink of collapse. The purpose of this study was to design a comprehensive organizational silence model based on the organization's five pillars. The study method is descriptive and qualitative which has been implemented in two stages of Delphi and Library. In the first stage, components of organizational silence were identified by research literature. Then based on the five pillars of the organization (Environment, Persons, Structure, goals ,Technology), the proposed conceptual framework of organizational silence is achieved.statistical population includes university Professors of Payame Noor, Allameh Tabataba'i, Tehran, Beheshti and experimental managers in Tehran, using snowball sampling method.From all questions in all Delphi periods, the sample t-test and the mean and standard deviation were used. Kendall's correlation coefficient for all dimensions was calculated.The results showed that all the terms in all Delphi periods are meaningful and the factors related to the goals have the highest agreement, after which the technological factors, the inner environment, individual managers, structural, external environment and individual factors of employees. At the end of the final model, organizational silence was designed based on the five organizational roles. Therefore, it can be concluded that all five aspects of the organization and its dimensions can be effective in maintaining organizational silence and it is necessary that managers pay enough attention to organizational dynamics in all five dimensions of the organization.
Public Management
Ali Akbar Ahmadi; Fereshteh Amin; Mojtaba Kateb
Volume 5, Issue 3 , July 2017, , Pages 130-113
Abstract
This research be done with the goal of assessing of business and human resource strategies in UAST and alignment of these strategies by using of Strategic Reference Points Theory. In this study detemined business and human resource strategies respectively by using Porter and Bamberger & Mesholm models ...
Read More
This research be done with the goal of assessing of business and human resource strategies in UAST and alignment of these strategies by using of Strategic Reference Points Theory. In this study detemined business and human resource strategies respectively by using Porter and Bamberger & Mesholm models alignment of human resource strategy with business strategy fulfilled by using of 15 specialists and experts attitudes in the higher levels of UAST which selected by using of snow ball sampling. The research results showd that business strategy of UAST was seperation and differentiation strategy and its human resource strategy was Paternal strategy. According to the suggested scenarios, UAST should change its human resource strategy from paternal to contractive strategy or its business strategy from seperation and differentiation to focus and cost strategy or by combinative strategy of human resource tries to use combination of paternal and contractive strategies to be able to save both its existing situation and act integrated with its business strategy. At the end according to the written scenarios, some suggestions offered to the managers and decision makers of UAST.
