Public Management
Zohre Mohamadyari; Mohsen Arman
Abstract
One of the main duties of managers in organizations is to select and appoint people to key positions, and in some cases, managers put weaker people in key and main positions in order to protect their management seats. This type of management style is known as spider management and creates strategic challenges ...
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One of the main duties of managers in organizations is to select and appoint people to key positions, and in some cases, managers put weaker people in key and main positions in order to protect their management seats. This type of management style is known as spider management and creates strategic challenges for the organization. The main goal of this research is to identify the antecedents and consequences of spider management in government organizations. The current research is an exploratory qualitative research, which is thematic analysis in terms of data analysis method. The statistical population of this research includes experts and experts in the field of human resources management in government organizations and university professors who are familiar with the research topic. Using the snowball sampling method, 18 people were selected. The main tool of data collection in this research is a semi-structured interview. The results showed that a total of 14 organizing themes in the form of 14 universal themes were identified as antecedents of spider management in government organizations and also 10 organizing themes in the form of 3 pervasive themes were identified as suffixes of spider management in government organizations. The results of the theme analysis showed that the antecedents of spider management in government organizations are: government of incompetents, work politics, governance of destructive culture and collective corruption. The consequences of spider management in government organizations include: the cycle of inefficiency, the vicious circle of incompetence and the weakening of psychological security.
Maryam Tehrani; Abar Hassanpoor; Roohallah Noori; Nafiseh Sohaniyan
Abstract
Today, employing incompetent and untalented people in high positions of organization and entrusting them with the management of various departments will be serious threats to the survival of public organizations and the basis for the emergence of the phenomenon of dwarfism. This research aims to conceptualize ...
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Today, employing incompetent and untalented people in high positions of organization and entrusting them with the management of various departments will be serious threats to the survival of public organizations and the basis for the emergence of the phenomenon of dwarfism. This research aims to conceptualize dwarfism, identifying and ranking its consequences in public organizations with a meta-synthesis approach. The conceptualization of dwarfism by the method of forming and analyzing the semantic network was carried out in two stages by using key sentences of texts describing dwarfism in 28 selected studies. Identifying and ranking its consequences were done with a meta-synthesis approach. After searching in scientific databases, 74 related studies were extracted, and by examining them, the consequences of dwarfism were identified. Finally, by using the Shannon entropy method, the consequences were weighted and ranked. The results of the analysis of the semantic network of dwarfism indicate that the common phenomenon of dwarfism in today's organizations is rooted in several theories and scientific management concepts such as the petty principle, the similar-to-me effect, the tall poppy syndrome, Distributed incompetence, and political behaviors. The results of the meta-synthesis showed that the reduction of organizational performance, suppression of capable employees, and organizational politicization are the most important factors behind dwarfism. One of the effects of this research is to create motivation in researchers for further investigations of the progress to prevent decay, remove obstacles to individual development, and establish meritocracy in organizations.
