Modeling
Ali Shariatnejad; Mehran Mesri; Hossein Tbiniyan
Abstract
Introduction Organizational development is an applied, systematic, and continuous system-wide effort ...
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Introduction Organizational development is an applied, systematic, and continuous system-wide effort and process based on behavioral science and, by utilizing its strategies and techniques, creates and directs the cognitive, cultural, and structural changes of the organization's process in a way that ultimately leads to the organization's ability to achieve efficient strategic orientation, creative problem-solving, and effective self-renewal in line with the changes and requirements of the present and future environment in order to ensure and improve the effectiveness and health of the organization. Organizational development is an important part of the sustainability and growth of a business. Organizational development can be implemented by adopting effective leadership, managing employee performance, and designing a transparent process in the business. A development-oriented organization will be referred to as an organization that organizes and integrates all the capacities available in the organization to achieve a desired level of service provision. Municipalities are among the semi-private organizations in which the quality of services provided is of great interest to the public and therefore can have a great impact on citizen satisfaction and public trust. As a result, this research was conducted with the aim of designing a development-oriented organization model in the municipalities of Kurdistan province. Municipalities are so-called semi-governmental organizations whose performance will greatly affect society, and the actions of municipalities will include all citizens. Therefore, if municipalities become capacity-building organizations that have the ability to solve public problems easily and at all levels, they can increase the level of public satisfaction and even public trust. It is no secret that public trust and public satisfaction have declined in recent years, and this model can help to some extent solve these problems through capacity building to address public issues. As a result, the main goal of the research is to identify the factors affecting the expansionism of municipalities in Kurdistan Province.MothodologyThis research is categorized as basic research in terms of its purpose. The nature of the present study is exploratory research and the qualitative research method is based on the Glaser model. In this study, the statistical population was the managers of the municipalities of Kurdistan province and expert professors in the field of management at the university, 20 of whom were selected as samples using purposive sampling. The criteria for selecting interviewees are: 1) Having professional and executive experience 2) Having scientific and specialized knowledge. Descriptive validity was used to determine the validity of the research. In this study, the test-retest and two coders method was used to measure reliability. In the test-retest method, 3 samples were randomly selected from 20 interviews and each of them was coded twice at intervals of ten to thirty days. Data obtained from theoretical studies and interviews were conducted in the form of open coding, selective coding, and axial coding. FindingsThe research findings include 391 key points, 140 open codes (concepts), 56 axial codes (components), and 5 selective codes (dimensions). Research components include designing a program for continuous improvement, creating incentive programs, influencing employee behavior, promoting creativity, flexible management, participatory decision-making, promoting justice, identifying capacity-building opportunities, commitment, efficient leadership, principled division of labor, purposeful management, improving goals, formulating appropriate strategies, strengthening communications, appropriate control tools, integrating the organization, flexible planning, aligning individual and organizational goals, developing human resources, increasing the perception of job satisfaction, team building, increasing practical abilities, increasing communication skills, attracting efficient employees, job security, continuous organizational support, changing employee attitudes, providing employees, strategic human resources plan, deconstructing laws, providing infrastructure, employing risk-taking managers, explaining long-term and short-term goals, networking, explaining perspectives, sustainable development, the emergence of entrepreneurship, removing political and economic obstacles, efficient supervision, flexible structure, meritocracy, promoting accountability, improving performance evaluation, promoting motivation, delegating authority, organizational development, eliminating unnecessary bureaucracy, creating appropriate technology, resolving internal conflicts, transparency, continuous structural reform, establishing order in the organization, institutionalizing culture. Accountability is institutionalizing a culture of change, avoiding sloganeering, creating an attitude towards development, institutionalizing a culture in communications, institutionalizing a culture of a learning organization, institutionalizing a culture of creativity, and promoting a culture of transparency.Discussion and ConclusionThe dimensions of the research include development-oriented management, development-oriented employees, development-oriented policy, development-oriented structure, and development-oriented culture, which were placed in the framework of the Corbin and Strauss model as follows. The main reasons that will cause municipalities to become development-oriented include development-oriented management and development-oriented structure. Also, the factors related to the main causes of municipal expansionism include expansionist policies, the requirements of municipal expansionism including expansionist employees, and the underlying factors of municipal expansionism including development culture. Finally, the most important consequences of municipal expansionism were identified, which include increasing public trust, increasing accountability, and developing municipal human resources.
Modeling
alireza mooghali; Yahya Rostamnia; Sayd Mohammad Hosein kamani; Amirhossein Amirkhani
Abstract
The current research was conducted with the aim of designing and validating the model of organizational symbolism in government organizations of Ilam province. This research is exploratory in terms of practical purpose and in terms of data collection method, which has been analyzed with a mixed (qualitative-quantitative) ...
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The current research was conducted with the aim of designing and validating the model of organizational symbolism in government organizations of Ilam province. This research is exploratory in terms of practical purpose and in terms of data collection method, which has been analyzed with a mixed (qualitative-quantitative) approach. In the first stage, qualitative method and in-depth interviews were used to identify the components of the model. The participants in the qualitative section were 12 university experts and specialists from executive bodies of Ilam province who were selected in a targeted way. In the second stage, quantitative method and structural equation modeling approach were used to fit the model designed in the qualitative part. The statistical population of this department included managers and experts in the administrative and human resources fields of government agencies of Ilam province, and 188 people were selected by stratified random method. The data collection tool in this section was a researcher-made questionnaire with 71 questions, whose validity and reliability were confirmed. Qualitative part data analysis was done by coding method using Max Quda software and quantitative part data analysis was done with SmartPLS software. Based on the findings of the research, 71 primary codes and 12 subcategories were identified in the form of 6 main categories, which are: the central phenomenon, including the organizational symbolism component; Causal factors, including managerial, legal, academic and personal components; Background factors, including the components of organizational culture and leadership style; Intervening factors, including the multiplicity and contradiction of organizational rules; Strategies, including symbolic strategies and consequences, include the components of improving organizational performance, individual and organizational development, and public trust in the organization. The results of the quantitative part of the designed model have an acceptable fit.
Modeling
Hossein Zaidy; Vahid Chenari; Seyyedrasool Aghadavood; SeyyedAliakbar Ahmady
Abstract
This research was done with the aim of explaining the components and providing a model of organizational happiness among the employees of the Ministry of Energy. According to the practical purpose, the research is combined or mixed in terms of the research method. The statistical community of the qualitative ...
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This research was done with the aim of explaining the components and providing a model of organizational happiness among the employees of the Ministry of Energy. According to the practical purpose, the research is combined or mixed in terms of the research method. The statistical community of the qualitative part was knowledgeable experts. The random sampling method was cluster and stratified and the criterion for determining the sample size was reaching theoretical saturation, which was achieved after 13 interviews. The statistical population of the quantitative stage includes all the executive, administrative and expert departments, including managers and senior experts and employees of the Ministry of Energy. To calculate the sample size, Cochran's formula for unlimited communities was used, and the number of samples is 384 people. Qualitative data analysis was done using the foundational data theory and quantitative data analysis was done using the partial least square (PLS) technique. Based on the results of qualitative analysis, six categories of factors were identified, including causal factors, contextual factors, intervening conditions, strategies, consequences, and central phenomena. After identifying the components involved in organizational happiness, the relationship between the components of the paradigm model of the data base theory showed There is a relationship.
Causation
Zeynab Amiri; Mahmmod Reza Esmaeli; Reza Sepahvand; Seyed Najmedin Mousavi
Abstract
The purpose of this study is to provide a behavioral entropy pattern in the organization. This research has been carried out in the framework of qualitative approach and using the research methodology of the Foundation. Data collection tools were semi-structured interviews and interviews were conducted ...
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The purpose of this study is to provide a behavioral entropy pattern in the organization. This research has been carried out in the framework of qualitative approach and using the research methodology of the Foundation. Data collection tools were semi-structured interviews and interviews were conducted using a targeted sampling method with 23 senior and middle managers of Isfahan municipality and academic experts familiar with organizational issues and organizational behaviors. Data analysis was performed in three stages: open coding, axial coding and selective coding. Based on this, a qualitative research model was designed. In this model, the most important causative factors were individual, organizational and environmental factors. The main phenomenon in entropy was the behavior of organizational injustice. The underlying factors included lack of organizational transparency, inappropriate socialization, lack of comparative leadership and organizational culture. The results showed that the weakness of communication systems, the silence of managers against the hackers and the hypocritical behaviors of managers and employees are the most important factors in intervention. Based on the results of the justification, the escape rule and the non-emotional-mental conflicts are the strategies of individuals in behavioral entropy. Finally, the entropy consequences of behavior were categorized in the form of five individual, organizational, group, family, and environmental consequences.
