تدوین الگوی مدیریت یکپارچه ناب بر چالش توسعه پایدار در بعد زیست محیطی (نمونه پژوهی: صنایع تولیدی استان قزوین)
محورهای موضوعی : مدیریت محیط زیست، بهداشت و ایمنیمحمد سهراب بیگی 1 , محمدرضا باقرزاده 2 , مسعود یوسف زاده 3 , محمدحسن شکی 4
1 - دانشجوی دکتری مدیریت دولتی گرایش تطبیقی و توسعه، دانشگاه آزاد اسلامی، واحد قائمشهر، قائمشهر، ایران.
2 - استادیار گروه مدیریت دولتی، دانشگاه آزاد اسلامی، واحد قائم شهر، قائم شهر، ایران. *(مسوول مکاتبات)
3 - استادیار گروه علوم تربیتی، دانشگاه آزاد اسلامی، واحد قائم شهر، قائم شهر، ایران.
4 - استادیار گروه مدیریت، دانشگاه آزاد اسلامی، واحد قائم شهر، قائم شهر، ایران.
کلید واژه: استان قزوین, صنایع تولیدی, توسعه پایدار, الگوی مدیریت یکپارچه.,
چکیده مقاله :
زمینه و هدف: سازمان ها تحت تاثیر نیازهای در حال تغییر و رقابتی، قوانین و مقررات منطقه ای و جهانی، الزامات مشتری و همچنین انتظارات ذینفعان قرار دارند و برای دسترسی و حصول به نتایج مورد نظرشان، نیازمند روش ها و سیستم هایی اثربخش و کارا هستند از این رو استقرار یک سیستم مدیریت یکپارچه با رویکردهای مختلف نظیر کیفیت، محیط زیست، ایمنی و سایر موضوعات مورد نیاز سازمان راه حل مطلوبی خواهد بود. سیستم های مدیریت یکپارچه در واقع با هدف تلفیق و یکپارچه سازی سه سیستم ؛ مدیریت کیفیت، مدیریت زیست محیطی و مدیریت ایمنی در جهت رسیدن به یک سیستم جامع مدیریتی مطرح شده است. سازمان هایی با تفکر بهبود مستمر و نگرش برتر و خلاق در مدیریت علمی و صحیح منابع به پیاده سازی این سیستم نیاز دارند. روش بررسی: روش تحقیق ترکیبی و مبتنی برآمیخته اکتشافی (کیفی –کمی) است. جامعه آماری دربخش کیفی 40 نفراز اساتیدونخبگان رشته مدیریت ودر بخش کمی 560 نفر از صنعتگران استان قزوین بوده است. در بخش کیفی با استفاده ازروش گلوله برفی تارسیدن به اشباع نظری با 25 خبره،مصاحبه عمیق انجام و در بخش کمی، برای سنجش مدل پرسشنامه محقق ساخته ای باروش نمونه گیری خوشه¬ای نسبی دربین 350 نفر از نمونه هاتوزیع گردید. روایی پرسشنامه باروش صوری و محتوایی وپایایی آن باروش آلفای کرونباخ مورد تائید قرار گرفت. داده ها با روش تحلیل عاملی اکتشافی و تائیدی با نرم افزارهای SPSS و AMOS تحلیل گردید. یافته ها: نتایج بخش کیفی حاکی از آن بوده که الگوی ارتقاء مدیریت یکپارچه ناب مبتنی بر توسعه پایدار در 4 بعد برنامه، اجرا، کنترل و اصلاح مبتنی بر 5 محور است بحث و نتیجه گیری: عناصر ارتقاء مدیریت یکپارچه ناب شامل سه سطح: الف)کلان: ارتقای سطح فرهنگی، ارتقای تکنولوژیکی، یکپارچه سازی نظام های مدیریتی، نگرش سیستمی، توجه به اکولوژی زیستی سازمان، ب) سطح میانی:ارتباطات هدفمند با سایرصنایع، تدوین استراتژی های یکپارچه، توجه به تغییرات سازمانی در تصمیمات مدیریت مؤسسات، همسوکردن سازمان برای رسیدن به اهداف،ایجاد تعلق سازمانی، پاسخگویی و تعهد مدیریت، هدفگذاری، پ) سطح خرد: توانمندسازی نیروهای انسانی، عدالت سازمانی، استقرارمدیریت دانش مشارکت کارکنان، مدیریت عملکرد، بهبود مستمر، 2- عوامل زمینه‌ای: ویژگی‌های مدیریتی، شرایط اقتصادی، شرایط محیط زیستی سازمان، فرهنگ اجتماعی 3- عوامل مداخله‌گر:عوامل سیاسی، عوامل اقتصادی، عوامل اجتماعی، عوامل زیستی، 4-پیامدها : اقتصادی، اجتماعی، زیست محیطی 5- راهبردهای بهبود مستمر.
Background and Objective: Organizations are affected by changing and competitive needs, regional and global laws and regulations, customer requirements as well as stakeholder expectations, and to achieve and achieve their desired results, need effective and efficient methods and systems. Therefore, the establishment of an integrated management system with different approaches such as quality, environment, safety and other issues required by the organization will be a desirable solution. Integrated management systems are actually aimed at integrating and integrating the three systems; Quality management, environmental management and safety management have been proposed in order to achieve a comprehensive management system. Organizations with the idea of continuous improvement and superior and creative attitude in scientific and correct management of resources need to implement this system. Material and Methodology: The research method is combined and based on exploratory mix (qualitative-quantitative). The statistical population in the qualitative part was 40 elite professors in the field of management and in the quantitative part was 560 artisans of Qazvin province. Relative cluster sampling method was distributed among 350 samples. The validity of the questionnaire was confirmed by face and content method and its reliability was confirmed by Cronbach's alpha. Data were analyzed by exploratory and confirmatory factor analysis with SPSS and AMOS software. Findings: The results of the qualitative section indicate that the model of promoting lean integrated management based on sustainable development in 4 dimensions of program, implementation, control and improvement is based on 5 axes. Discussion and Conclusion: Elements of promoting lean integrated management include three levels: a) Macro: cultural level promotion, technological upgrade, integration of management systems, systemic attitude, attention to the biological ecology of the organization, b) intermediate level: purposeful communication with other industries, Develop integrated strategies, pay attention to organizational changes in organizational management decisions, align the organization to achieve goals, create organizational affiliation, accountability and management commitment, goal setting, c) Micro level: empowerment of human resources, organizational justice, establishing knowledge management, employee participation, management Performance, continuous improvement, 2- Underlying factors: managerial characteristics, economic conditions, environmental conditions of the organization, social culture 3- Interfering factors: political factors, economic factors, social factors, biological factors, 4- Consequences: economic, social, environmental 5- Continuous improvement strategies.
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