Other
Ensiyeh Barkhordari Ahmadi; Mohammad Montazeri; Shams Al Sadat Zahedi
Abstract
This research was conducted with the aim of identifying and ranking the components of youth-oriented development in management in the public sector. The research method was based on an applied-developmental objective that was carried out with an inductive and mixed approach. The data analysis method ...
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This research was conducted with the aim of identifying and ranking the components of youth-oriented development in management in the public sector. The research method was based on an applied-developmental objective that was carried out with an inductive and mixed approach. The data analysis method was carried out using grounded theory and fuzzy hierarchical analysis. The results showed that 11 main factors were considered as factors of youth-oriented management in the public sector. These factors include creating a management dashboard, creating sustainable justice, youth-oriented in the second step statement, high transformational spirit, creating elite turnover, credibility, initiating a new era, youth and advancement, positive imagery, meritocracy, and using new capacities. These factors were selected based on the components identified in the qualitative section and with integration and minor changes and after consultation and screening through experts. Also, in the ranking section, the results indicated that creating sustainable justice ranked first, youth orientation in the second step statement ranked second, high transformational spirit ranked third, creating elite circulation ranked fourth, youth and advancement ranked fifth, creating a management dashboard ranked sixth, positive imagery ranked seventh, meritocracy ranked eighth, credibility ranked ninth, initiating a new era ranked tenth, and using new capacities ranked eleventh.
Other
Seyed Mojtaba Hashemian
Abstract
Introduction Human Resource Management (HRM) has become increasingly vital in today's corporate landscape. ...
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Introduction Human Resource Management (HRM) has become increasingly vital in today's corporate landscape. Broadly speaking, if we break down HR's core functions into recruitment, training & development, motivation, and retention, the area of training and development stands out. Its importance lies in its ability to build essential competencies and prepare employees to perform at their best amidst the growing complexity and fast-paced changes of the modern business environment.Training and developing employees and managers has always been a cornerstone of effective HR. This is even more critical today, in a business landscape defined by constant change, the need for talent and knowledge management, and the understanding that people are the organization's most valuable asset. Because of this, there's a much stronger focus on the human element and on building a knowledge-driven culture.It's now undeniable that an organization must not only attract and retain talent but also actively invest in developing it. This is why companies are pursuing more robust systems and frameworks dedicated to employee and manager training.In this effort, developing the organization's leaders and managers is particularly crucial. Their growth is directly tied to the improvement of the entire company. By preparing leaders with the right knowledge, skills, and mindset, we empower them to steer the organization effectively. This leadership development ultimately creates a ripple effect, making a significant and measurable impact on both organizational results and the performance of their teams.This is why developing employees' soft skills is so critical; it directly boosts both individual and organizational performance and is a key indicator of overall success. Given this, the central aim of this study is to pinpoint and outline a practical framework for training and developing managers and staff within Iran's public sector organizations. MethodologyTo describe its methodology, this study follows the "research onion" framework. It is an interpretive study with an applied-developmental orientation, using an inductive approach. Its primary objective is descriptive, and it adopts a qualitative methodology, specifically using a cross-sectional thematic analysis.In simpler terms, this is a qualitative study that uses thematic analysis to identify and articulate key themes from the in-depth discussions with the participants.The research involved experts with direct knowledge and experience in management and training, all of whom had worked in the training departments of Iranian public sector organizations. A key participation criterion was a minimum of five years of experience in organizational training. This requirement was essential to ensure that the contributors had significant, firsthand experience with the specific issues being studied. Participants were selected through a purposive sampling method, designed to identify individuals who could provide the most insightful and information-rich perspectives.This sampling process continued until data saturation was achieved, which resulted in a total of 20 participants being interviewed.Given that this research aimed to gain a deep understanding of the participants' personal experiences and perspectives, interviews were chosen as the primary data collection method, as they were deemed most suitable for this purpose. The interviews followed a semi-structured format, guided by a pre-established set of key themes while allowing for flexibility in the conversation. All interviews were conducted in person, on an individual basis, and were scheduled in advance with the participants' full consent. The data was captured through meticulous note-taking by the interviewer during the sessions.At the beginning of each interview session, the purpose and importance of the study were explained to the participant. We also guaranteed strict adherence to ethical guidelines, specifically assuring the complete confidentiality of all information shared.Once all interviews were finished, the collected data was carefully reviewed. The analysis was an ongoing process, running parallel to the data collection itself. We continued to select and interview new participants until we reached the 20th individual, at which point the data showed clear patterns of repetition and was deemed fully saturated. FindingsWe analyzed the data from the semi-structured interviews using thematic analysis. After each interview, we carefully read through the notes taken during the conversations. This helped the researcher build a thorough understanding of what the participants had shared. The first step was to perform an initial coding of all the interview notes.Once the initial codes were established, we reviewed and refined them. We removed duplicate codes and merged those that were similar in meaning. This process resulted in 28 distinct sub-themes, which we refer to as basic themes.The initial coding was done with a focus on theoretical sensitivity. This meant the researcher read the entire text word-for-word, line-by-line, and identified any segment that provided a meaningful answer to the research question. These key segments were highlighted and assigned a code.Next, we looked for connections between the basic themes. We grouped those that were conceptually and semantically related, which allowed us to form broader categories, known as main or organizing themes.The final step was to build a cohesive thematic map. We organized these main themes and their underlying basic themes into even broader, overarching categories called global themes. The resulting framework is presented in Table 2, which outlines the structure of 4 inclusive themes, 10 organizing themes, and 28 basic themes. Discussion and ConclusionThe present study was conducted to identify and formulate a framework of training and development measures for soft skills in the in-service training programs of public sector employees. Following the research procedure, the findings were consolidated. The results indicated that the aforementioned framework comprises 4 inclusive themes and 10 organizing themes.The inclusive themes include:Developmental EnvironmentExperience-Based DevelopmentJob-Centric DevelopmentClassic Training & Development Programs.The organizing themes consist of: Development-Oriented Social Context, Developmental Technological Platforms, Developmental Relationships, Self-Development Initiatives, Assigned Missions and Projects, Developmental Restructuring, Control and Feedback Mechanisms, Formal Academic Training Programs, Classic In-Service Training, and Experience-Based In-Service Training.Each inclusive theme, based on its nature and type, encompassed one or more subordinate themes, categorized as organizing themes. For instance, the inclusive theme "Developmental Environment" included more foundational themes such as: an organizational culture promoting learning, growth, and development; organizational memory and knowledge management systems; online and offline instructional media; and inter-university/inter-institutional educational and research networks.As noted in the literature review, limited research has specifically focused on identifying and formulating training and development measures for managers and employees. The few existing domestic studies that have partially addressed this topic treated the identification of such measures as only a minor component of a broader research objective. Consequently, their findings regarding these measures have been limited, case-specific, overly general, and have failed to provide a relatively comprehensive and integrated framework.The most significant value-added of this research lies in creating a relatively comprehensive and integrated framework encompassing a diverse spectrum of training and development measures applicable to managers and employees in both public and private sector organizations. This diverse and multifaceted spectrum includes self-development initiatives, environmental measures, organizational actions, and a variety of both traditional and modern methods, all formulated and presented within a single coherent framework.Based on the findings, it is recommended that those involved in planning and implementing organizational training programs recognize and consider the distinct range of different training programs and the unique function of each. It is suggested that through short-term training sessions, program planners familiarize themselves with the outputs of this study to gain a more complete perspective on the diverse array of available training measures.The reliance on traditional, conventional training methods-which are less active and participatory and more suited for knowledge transfer-should give way to a broader utilization of a diverse, modern, active, and more participatory range of methods. These methods should not only aim to enhance knowledge but also to upgrade skills and improve competencies related to attitudes and insights.Furthermore, a key finding of this study emphasizes training and development measures and mechanisms defined beyond the classroom. Examples include "Developmental Restructuring," "Developmental Environment," and "Self-Development Initiatives." In essence, exclusive attention to classroom-based methods should be replaced by a wider spectrum of intra- and extra-curricular methods. Senior organizational managers should also pay attention to other contexts and grounds for enhancing employees' knowledge and insight, such as a developmental culture. Conversely, extra-curricular training methods should not be perceived merely as job-related instruction; more complex learning mechanisms facilitated by the environmental context should also be considered.Another segment of the findings was categorized under experience-based educational solutions, including: experience-based storytelling, managerial experience transfer panels, thematic experience transfer panels, learning expeditions, collective discussion circles, critical reviews of films, books, articles, documentaries, organizational case studies, and purposeful organizational and management games. Given that a portion of organizational knowledge is not explicit but is, by definition, tacit knowledge, it is essential to utilize mechanisms and platforms like the aforementioned measures to create opportunities for discussion, dialogue, experience transfer, and the conversion of tacit knowledge into explicit knowledge.Specifically, it is recommended that the output of this research-the comprehensive framework of training and development measures—be utilized as a key input for designing the model of training and development programs for managers and employees.
Modeling
Yousef Hazrati
Abstract
In the current research, the content of the lectures of Tadbir and Omid government in the field of macro management of government organizations, the first and second term of the presidency, were analyzed from the perspective of the application of cohesive devices and in the framework of the role orientation ...
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In the current research, the content of the lectures of Tadbir and Omid government in the field of macro management of government organizations, the first and second term of the presidency, were analyzed from the perspective of the application of cohesive devices and in the framework of the role orientation of Halidi and Hassan (1976). The research was conducted in a descriptive and analytical way, and its content was four lectures in the field of macro management of government organizations, which were randomly selected. Cohesive devices were extracted in four lectures and their frequency was measured. The percent of occurrence of each device was also obtained. After checking the data, it was determined, the first lecture with 474 items, the second with 444 items, the fourth with 421 items, and the third with 411 items are in the first to fourth ranks in the application of cohesive devices, respectively. In the first lecture, reference was the most and knowledge and time were the least cohesive devices. In the second lecture, repetition and introduction were the most and the least cohesive devices, respectively. In the third lecture as well, conjunctive elements were the most and knowledge was the least cohesive devices and in the fourth lecture, reference was the most and introduction was the least cohesive devices. In order to perform a more detailed statistical analysis and find significance in the distribution of cohesive devices in each of the lectures, the chi-square test was used. Based on the results obtained at level p<0.05 there is a significant difference between the distribution of cohesive devices used in each of the lectures.
Modeling
Aliasghar mobasheri; Hadi Teimouri; Sharzad Kiyanpour
Abstract
The aim of the current research was to design a pattern for emergence of bad managers in organizations. This study is developmental in terms of purpose and exploratory in nature, which was conducted using a qualitative method and a grounded theory approach. The statistical population was the public organizations ...
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The aim of the current research was to design a pattern for emergence of bad managers in organizations. This study is developmental in terms of purpose and exploratory in nature, which was conducted using a qualitative method and a grounded theory approach. The statistical population was the public organizations of Isfahan city, where 14 managers were selected as sample members by a purpesfull method and the theoretical saturation rule and individually semi-structured interview was used In order to collect the required data needed. After analyzing the interviews, 82 concepts were identified, which were classified into 6 categories. The results indicate the emergence of bad managers is under the influence of causal factors such as the absence of clear performance indicators in promotion and appointment, replacing relationships instead of criteria, the rule of oligarchic thinking, the weakness of the succession planning system, the weakness of the performance evaluation system and the like. Individual and organizational contextual factors as well as intervening factors also influence the emergence of this phenomenon. Strategies for preventing the appointment of bad managers have also been identified at three individual, group and organizational levels. The results also indicate that the emergence of bad managers will have negative consequences at the individual, group, organizational and extra-organizational levels. The findings can create a suitable insight in relation to the emergence of the phenomenon of bad managers and provide the context to prevent it for the planners and policy makers of the administrative system.
Modeling
Alireza Jafarzadeh Kouchaki
Abstract
The population and its management are the most important issues of society and government. Islamic jurisprudence mentions population and generation as well as its effects and blessings. It also emphasizes that the small population has a high and undeniable influence on the strengths and weaknesses of ...
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The population and its management are the most important issues of society and government. Islamic jurisprudence mentions population and generation as well as its effects and blessings. It also emphasizes that the small population has a high and undeniable influence on the strengths and weaknesses of the government. Also, based on the recommendation of the Holy Quran and the noble Imams (peace be upon them) regarding the generation of the generation and the upbringing of righteous children, there are many disasters and damages in the way of the families due to the decrease in the population and the threat of the generation. Therefore, government administrators must take the necessary measures and efforts according to the jurisprudence principles regarding the generation and the risks caused by the decrease in the population and the correct upbringing of the children. In this article, first, the population was examined from a lexical and idiomatic perspective, and then from the point of view of verses, traditions, and Islamic jurisprudence. Then this article discussed the harmful effects of the low population and the merits of the population. And finally, while finding the roots, we gave some suggestions for government officials to increase the population.
Causation
Roholah Hosseini; Rohollah Nazifi
Abstract
In different organizations and institutions, which have social missions and duties, the issue of organizational policy-making and decision-making has national and sometimes international sensitivity and importance. In various organizations and institutions that have social missions and duties; ...
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In different organizations and institutions, which have social missions and duties, the issue of organizational policy-making and decision-making has national and sometimes international sensitivity and importance. In various organizations and institutions that have social missions and duties; The category of policy-making and organizational decision-making will have national and sometimes international sensitivity and importance. In order to make reasonable and optimal decisions, policy models should be evaluated and finally the best and most suitable one should be selected and implemented. Since the Red Crescent Society is responsible for various missions in different normal to critical conditions and many of its missions are in emergency and critical conditions, the issue of decision making is very sensitive and this sensitivity is due to the consequences. It is a decision. For this purpose, in this research, different patterns of policy making in the organizational management system of the Red Crescent Society have been analyzed. The research population included the elites working in the Iranian Red Crescent. The required data was collected using both library and field methods, as a result of which, 11 policy-making models and 13 indicators and criteria for evaluating these models were identified. The questionnaire was distributed among 23 experts using snowball sampling method . Data analysis was performed using TOPSIS software. The findings showed that considering the available facilities and resources (economic rationality) and paying attention to scientific and logical principles in different stages (professional rationality) have the highest weight among the criteria for evaluating models. Furthermore, based on the study’s results, Decision Tree model was introduced as the most optimal strategy among the management system policy-making strategies for Iranian Red Crescent Society.
Zahra Mohammadpour; Davood Kiakojouri
Abstract
Understanding organizational behavior has never been more important to managers than it is today. In some social interactions, people in various situations, out of devotion, interest, and in extreme cases, flatter and flatter people who are likely to gain power or potential in the future. These behaviors ...
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Understanding organizational behavior has never been more important to managers than it is today. In some social interactions, people in various situations, out of devotion, interest, and in extreme cases, flatter and flatter people who are likely to gain power or potential in the future. These behaviors can be considered and analyzed in the context of organizational behavior management science.This study aims to provide an accounting management model in Iranian government organizations. Accordingly, 29 Latin and 78 Persian articles were selected that were selected by snowball method. After theoretical saturation, textual content analysis was performed and the output of the work was shown by Max QDA software. Then, the obtained data were provided to 14 experts by a questionnaire (quantitative and qualitative) and after three rounds of qualitative Delphi, 27 criteria and 196 sub-criteria were identified and the resulting pattern was obtained. Based on the results for managing accountable action in government organizations, managers should be careful about the criterion of opportunistic behavior, which was the most effective criterion and had the most interaction with other criteria. on the other hand, the criterion of selfish individualism is the most influential. The criterion of utilitarianism is the most important criterion and the sub-criterion of politics as an exchange is in the first priority among the sub-criteria.
