Modeling
Hossein Eghbali; Ebrahim Rajabpour; Zaeemeh Nematolahi
Abstract
Current researches around the axis of strategic management indicate that strategy formulation cannot be the main concern or problem of organizations. Rather, what has become a problem is the lack of alignment between different departments of the organization and the organization's strategies. This research ...
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Current researches around the axis of strategic management indicate that strategy formulation cannot be the main concern or problem of organizations. Rather, what has become a problem is the lack of alignment between different departments of the organization and the organization's strategies. This research tries to provide a model for creating strategic alignment of employees with the interpretive structural modeling approach. The tool of this research was a researcher-made questionnaire that was given to experts (11 university professors and managers and employees of Bushehr gas company). To check the validity of the research tool, content validity was used and the reliability of the tool was calculated with Cohen's kappa index, which was reported as 0.65. In order to conduct the research, first by reviewing the literature, the desired factors were extracted, and then by forming a focus group of university professors and managers of Bushehr Gas Company, eight final factors were selected, which were finally selected using interpretive structural modeling at three levels. The results of the research showed that factors such as the maturity of the organization's culture, employees' perception of the organization's goals, employees' participation in strategy formulation, appropriate reward system and transparency of the organization's mission statement, have the greatest impact on the strategic alignment of employees. Therefore, managers are advised not to ignore the great impact of these five factors if they want to align employees with the organization's strategies.
Modeling
Fatemeh Rahmani; Mahdi Abdolhamid
Abstract
Structures and processes in any organization are the most important dimension, in other words, the software of organizations to perform their missions. The judiciary, with the serious mission of justice and the realization of justice in society, has complex and multidimensional structures and processes, ...
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Structures and processes in any organization are the most important dimension, in other words, the software of organizations to perform their missions. The judiciary, with the serious mission of justice and the realization of justice in society, has complex and multidimensional structures and processes, and based on these structures and processes, it carries out this serious mission. In fact, it should be said that the effectiveness of the judiciary as a feedback loop of the country's governance system will have a direct impact on the overall efficiency of the system, and therefore continuous identification of damage to the structures and processes of the judiciary can improve the performance of the judiciary and consequently It will become the system of governing the country. The present study aimed to identify the structural damage of the judiciary; After studying the Judicial Transformation Document, and other related research in this field, and interviewing judges and experts, 83 structural injuries were counted and classified into 11 general categories. In the next step, using interpretive structural modeling and Mikmak analysis, they were prioritized and classified, and it was identified that the four disadvantages were the lack of specialized proceedings and the rules of procedure; Lack of relative transparency in litigation; Lack of appropriate mechanisms for feedback, learning and intelligence of the judiciary and weakness in the budgeting system and allocation of financial resources; Is one of the most effective structural damages in the judiciary and the lack of coherent process mechanisms to reduce delays, which is the most important issue in the judiciary, has been identified as one of the most effective damages that the judiciary must eliminate eleven damages at higher levels solving and thereby reduce trial delays.
Mohammad Hakkak; Masoome Momeni Mofrad; Saber Taghipour
Abstract
managers and macro-organizational policymakers have made relentless efforts to form a think tank. But unfortunately, the unfavorable outcomes of think tanks have shown that it is not effective. For this reason, identifying and finding conceptual connections between barriers to the formation of the think ...
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managers and macro-organizational policymakers have made relentless efforts to form a think tank. But unfortunately, the unfavorable outcomes of think tanks have shown that it is not effective. For this reason, identifying and finding conceptual connections between barriers to the formation of the think tank can be a powerful facilitator of the formation of the think tank. Accordingly, the aim of the present study was to model the barriers to the effective formation of the think tank. Identification of barriers to the formation of the think tank was conducted through semi-structured interviews with qualitative content analysis based on the theory of theoretical saturation with 16 professors of public administration and policy-making. The validity and reliability of the interviews were confirmed by the relative content validity method and the Cope Cohen index, respectively. Coding of interviews using Atlas ti software led to the identification of 12 major barriers to the formation of the think tank. In order to model the identified barriers, the opinions of 28 senior managers of government organizations in Lorestan province were used using a targeted sampling method and using a questionnaire. The validity and reliability of the questionnaire were confirmed by using content validity and post-test method, respectively. Modeling the barriers identified by the interpretive structural method led to the formation of six levels, the weakest of experience, the lack of theoretical knowledge and undesirable feedback, the most influential, and the limited cultural conflict and limited collectivism.
Causation
Hossein Damghanian1; Mohammad Shikhzadeh; Mohammad Yazdani Ziarat
Volume 5, شماره 4 (پیاپی 20) , November 2017, , Pages 49-66
Abstract
The purpose of this study is to examine the Socio-Emotional competencies (SEC) in the organizational communication, identification of its important components and determine the quality of interaction between them. This research is an applied and developmental as well as quantitative and qualitative ...
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The purpose of this study is to examine the Socio-Emotional competencies (SEC) in the organizational communication, identification of its important components and determine the quality of interaction between them. This research is an applied and developmental as well as quantitative and qualitative by using interpretive structural modeling method. The study Statistics population is consisted of all Iranian academic experts in the organizational communication; that 15 peoples of them were selected using snowball sampling as statistical sample. The data collection tool is a researcher made matrix table; which designed based on paired comparisons between the components of the research as a square matrix. The results led to identification of 11 important components of SEC; that were placed at 8 different levels of interaction. Also, The Results showed socio-emotional knowledge, Self-awareness, self-management, self-motivation had more effective than other components on SEC. According to the results, we can say that the components of SEC at different levels have effect together, and changes in the quality of each component cause changes in quality of the organizational communication.
Zahra Foorotani; Majid Zamaheni; Fereidoon Ahmadi; Amir Lali Sarabi
Volume 2, Issue 1 , January 2015, , Pages 45-63
Abstract
Holographic organization design according to the five elements of capacity building dynamic, holistic environment, efficient human capital, Increasing self-management and smart structure is intended to crystallize the quality of the learning abilities in all components so that the self-regulation system ...
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Holographic organization design according to the five elements of capacity building dynamic, holistic environment, efficient human capital, Increasing self-management and smart structure is intended to crystallize the quality of the learning abilities in all components so that the self-regulation system and the ability to re-continuously be used.In this paper the main causes of holographic depth theoretical principles derived and then using the Delphi technique and scoring twenty-three factors extracted by exploratory factor analysis identified five new components and were named. These components could cover 87% of the factors affecting the holographic design. However, due to the combination (quantity and quality) of research methodology, statistical population of teachers and administrators of Payam Noor University were selected. This study of exploratory nature, the fundamental objective is applied and descriptive survey method to verify the validity of the experts and a comprehensive table of explained variance was used. Cronbach alpha reliability of the instrument to "0.964" was approved. Confirmatory factor analysis was used to test the hypotheses. The findings show that Payam Noor Universityexcept dynamic capacity building in other components compatible with the organization's Holographic and in this case it is recommended that Android owners mechanisms such as double-loop learning, develop work teams, systems thinking and dynamic synergies for increased capacity-building component in Payam Noor University use.
Aliakbar Ahmadi; Hasan Darvish; Mohammad Javad Sobhanifar; Hamed Fazeli Kebria
Volume 2, Issue 1 , January 2015, , Pages 83-108
Abstract
One of the issues today in the field of management, human resource management in particular is used dramatically, the concept of competence and merit.In fact, as V.A.Kampr form raises, competency models can be used as a way of integrating the various human resource measures to be applied.This means that ...
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One of the issues today in the field of management, human resource management in particular is used dramatically, the concept of competence and merit.In fact, as V.A.Kampr form raises, competency models can be used as a way of integrating the various human resource measures to be applied.This means that any of the following human resource management systems will be designed based on merit and competence, in fact, is the core of all human resources activities. This adorable creates a paradigm in human resource management literature, which is known competency-based human resource management. In this study, considering the main question "What is the concept of human resource competency in Nahj al-Balagha?" Try to be careful and comprehensive study holy book Nahj al-Balagha using the content analysis technique qualitative research and quantitative research methods Interpretive Structural Modeling and questionnaires by 40 scholars and experts in the field of management and Nahj al-Balagha,the code 332 is extracted from the text of Nahj al-Balagha, organizer of forty-eight basic attributes and six themed titles (God-centered, justice, knowledge, wisdom, strength, and health), human resource competencies to be modeled as well as to the ultimate test model, the human resources component of Imam Sadiq (as) human resource competency components extracted compatible with radar survey and model them.
