تحلیل روابط بین پیشایندهای مؤثر بر فوبیای بوروکراسی با استفاده از تکنیک دیمتل فازی مطالعه موردی: یکی ازدانشگاه های علوم پزشکی کشورایران
محورهای موضوعی : -مدیریت خدمات بهداشتی و درمانی
مهناز خاتم
1
(دانشجوی دکتری،گروه مدیریت، واحد سیرجان، دانشگاه آزاد اسلامی، سیرجان، ایران)
علی یعقوبی پور
2
(استادیار، گروه مدیریت، واحد سیرجان، دانشگاه آزاد اسلامی، سیرجان، ایران)
محمد منتظری
3
(استادیار، گروه مدیریت، دانشگاه پیام نور، تهران، ایران)
کلید واژه: فساد اداری, فوبیای بوروکراسی, دانشگاه علوم پزشکی, رضایت شهروندان,
چکیده مقاله :
مقدمه: توجه به نگاه دوگانه شهروندان به خدمات عمومی، همان فوبیای بوروکراسی است که به معنای تصویر منفی بخش دولتی در ذهن شهروندان و بی‌اعتمادی آنان به بخش دولتی می‌باشد. این تحقیق به دنبال تحلیل روابط بین پیشایندهای مؤثر بر فوبیای بوروکراسی دریکی از دانشگاه های علوم پزشکی است.روش پژوهش: پژوهش حاضر کیفی وازحیث هدف کاربردی و از نظر جمع‌آوری داده‌ها توصیفی است.روش انتخاب نمونه بصورت هدفمند و گلوله برفی می‌باشد. برای غربالگری داده‌ها ازمیانگین نظرخبرگان برمنطق فازی استفاده شد، پرسشنامه‌ای با ساختاری ماتریسی برای کشف روابط علی میان عوامل تهیه شد. پس از حصول اطمینان ازعدم وجود رابطه معنادار میان شاخص‌های خبرگی و شاخص‌های پیچیدگی و دامنه مورد اتفاق خبرگان مبتنی بر روابط به نسبت قوی میان عوامل اقدام شد.یافته‌ها: از میان عوامل، فساد اداری، اصلی‌ترین عامل محسوب می شود و ایجاد تغییرات سازنده در آن می تواند به کاهش فوبیای بوروکراسی کمک کند. همچنین دو عامل قواعد و رویه‌های سخت و انعطاف‌ناپذیر و عدم اطلاع‌رسانی دقیق فرآیندها، اثرگذارترین عوامل درمیان دیگرعوامل بوده است، اثرپذیرترین شاخص، عدم اطلاع‌رسانی دقیق فرآیندهاست. معیار بی‌انگیزگی کارکنان بیشترین تعامل را با سایر معیارهای مورد مطالعه دارد. معیار وجود باندبازی در ادارات از کمترین تعامل با سایر معیارها برخوردار است.نتیجه‌گیری: براساس نتایج سیاست‌مداران و مدیران باید تدابیری بیندیشند که ساختار بوروکراسی را از جهت داشتن سلسله مراتب و تقسیم کار با الگوی عقلایی هم‌جهت کنند؛ به لحاظ پیروی از قوانین و مقررات و توجه به تخصص و نظام شایستگی، با این الگو فاصله نداشته باشد و برای کاهش این سلسله مراتب تلاش شود.
Introduction: Paying attention to the dual view of citizens on public services is the phobia of bureaucracy, which means a negative image of the public sector in the minds of citizens and their distrust of the public sector. This study seeks to analyze the relationships between backgrounds affecting bureaucratic phobia in one of the universities of medical sciences.Methods: The present study is qualitative and applied in terms of purpose and descriptive in terms of data collection. The method of sample selection is purposeful and snowball. To screen the data, the average opinion of experts on fuzzy logic was used. A questionnaire with a matrix structure was prepared to explore causal relationships between factors. Agents took action.Results: Among the factors, corruption is the main factor and making constructive changes in it can help reduce the phobia of bureaucracy. Also, two factors of strict and inflexible rules and procedures and lack of accurate information of processes have been the most effective factors among other factors, the most effective indicator is the lack of accurate information of processes. The criterion of employees' motivation has the most interaction with other criteria studied. The criterion of gang play in offices has the least interaction with other criteria.Conclusion: Based on the results, politicians and managers should think of measures to align the structure of the bureaucracy in terms of having a hierarchy and division of labor with a rational model; In terms of following the rules and regulations and paying attention to expertise and competency system, do not distance yourself from this model and try to reduce this hierarchy.
1- Mobaraki M, Ali Nejad M, Moradi Kamaliz, Quantitative comparative study of the relationship between bureaucracy and industrial development (an institutional approach). Journal of Social Sciences, Ferdowsi University of Mashhad, 2019; 16 (1): 259-287. [In Persian]
2- Rockman B, 2018; https://www.britannica.com/topic/bureaucracy.
3- Mouzelis N, Organization and Bureaucracy: An Analysis of Modern Theories, 2000; London, Routledge and Kegan Paul.
4- Georgia Azandariani, Ghahremanzadeh Nimegzifi F, A Study of Bureaucratic Authority Control in the Context of Bureaucratic Relations: Politics and Efficiency. Quarterly Journal of Public Law Research, 2015; Seventeenth Year, No. 50.
5- Amiri M., Pourezat A., Danesh Jafari D., Hashemi S., In Search of the Iranian Bureaucracy. Analytical Cultural Monthly Surah Andisheh, 2015; (55-54): 5. [In Persian]
6- Marvel J.D, Unconscious Bias in Citizens’ Evaluations of Public Sector Performance. Journal of Public Administration research and Theory, 2015; 26(1(: 143 – 158.
7- Van R, G, Outcomes, Process and Trust of Civil Servant. Journal of Public Administration Research and Theory, 2011; 21(4): 745 –760.
8- Del Pino, E., Calzada, I. & Díaz-Pulido, Conceptualizing and Explaining Bureauphobia: Contours, Scope, and Determinants. Public Administration Review, 2016; 76(5): 725–736.
9- Aflaki Sh, Market Management Marketing, Publisher, Third Edition; 2004. [In Persian]
10- Rahnemood F, Architecture of the Government Organization a fundamental step in honoring the client and administrative transformation. Journal of Management Studies Sciences, 2007; 49. [In Persian]
11- Qanavati M, Bureaucracy Theory. Islamic Azad University, Ahvaz Branch; 2013. [In Persian]
12- Jalalvand A, A Critique of the Bureaucracy in the Government of Iran. Vista Electronic Magazine; 2016. [In Persian]
13- Atilano J, José M, Individual social capital: Accessibility and mobilization of resourcesembedded in social networks, Social Networks, 2017; 49: 1-11.
14- Jung J; Bozeman B; Gaughan M., Fear in Bureaucracy: Comparing Public and Private Sector Workers’ Expectations of Punishment, Administration & Society; 2018: 1–32.
15- Azin M., Study of the effect of social capital on job satisfaction (Case study: Ministry of Energy), Quarterly Journal of Public Management Mission (Public Management); 2013: 81-88. [In Persian].
16- Molavi Z, Tahmasebi R., Danaeifard H., Hamidizadeh A., Bureaucracy phobia: Citizens' dual view of public services. Quarterly Journal of the Faculty of Management, University of Tehran; 2017. [In Persian]
17- Sadeghi, Yousef, A Study of Behavioral and Structural Barriers of Iranian Bureaucracy in Implementing Strategic Thinking in Government2018 Organizations (Qom Electricity Distribution Company), Third Community Empowerment Conference in Humanities and Psychological Studies, Tehran, Cultural and Social Skills Empowerment Center; 2019.
18- Sazura A, Mohammad Ghafari, Investigating the Impact of e-Government on Organizational Agility and Reducing Bureaucracy Study: Mazandaran Governorate, International Congress of Engineering Sciences and Sustainable Urban Development, Danish Polytechnic University, Permanent Conference Secretariat; 2018. [In Persian]
19- Rahimi, Gholamreza; Jafar Ahadzadeh Farhoud Bonab and Mir Hamid Sadati, The effect of administrative bureaucracy on organizational effectiveness mediated by organizational culture in Bonab offices, the first national conference on management and economics with the approach of resistance economics, Mashhad, Payame Noor University of Khorasan Razavi; 2019.
20- Estepa, J. (2018, February 28). White House departures: Who’s been fired and who resigned. USA TODAY. Retrieved from https://www.usatoday.com/story/news/ politics/onpolitics/2018/02/28/white-house-departures-whos-been-fired-andwho- resigned/382984002/
21- van Engen, Nadine A.M. A Short Measure of General PolicyAlienation: Scale Development Using a 10-Step Procedure. Public Administration, 2017; 95(2): 512–26. https://doi.org/10.1111/padm.12318.
22- Seyd B, How do citizens evaluate public officials? The role of performance and expectations on political trust. Political Studies, 2015; 63 (1): 73-90.
23- Safarzadeh H, Management Theories, Research Publishers, Fourth Edition; 2008. [In Persian]
24- Kamali A., Hashemi S., The effect of gradual increase of financial leverage on the amount of cash flow released by the company on the management of companies listed on the Tehran Stock Exchange. Journal of Accounting Knowledge, 2010; First year, second issue. [In Persian]
25- Zahedi Sh., Khanbashi M., From Public Trust to Political Trust (Research on the Relationship between Public Trust and Political Trust in Iran), Quarterly Journal of Management Research in Iran, 2011; (4): 96-73. [In Persian]
26- Bozeman B, Bureaucracy and red tape, Upper Saddle River, NJ: Prentice Hall; 2000.
27- Arian A, Assessing the Impact of Transformational Leadership on Knowledge Sharing. International Research Journal of Management Sciences, 2015; 3(5), 213-220. [In Persian]
_||_1- Mobaraki M, Ali Nejad M, Moradi Kamaliz, Quantitative comparative study of the relationship between bureaucracy and industrial development (an institutional approach). Journal of Social Sciences, Ferdowsi University of Mashhad, 2019; 16 (1): 259-287. [In Persian]
2- Rockman B, 2018; https://www.britannica.com/topic/bureaucracy.
3- Mouzelis N, Organization and Bureaucracy: An Analysis of Modern Theories, 2000; London, Routledge and Kegan Paul.
4- Georgia Azandariani, Ghahremanzadeh Nimegzifi F, A Study of Bureaucratic Authority Control in the Context of Bureaucratic Relations: Politics and Efficiency. Quarterly Journal of Public Law Research, 2015; Seventeenth Year, No. 50.
5- Amiri M., Pourezat A., Danesh Jafari D., Hashemi S., In Search of the Iranian Bureaucracy. Analytical Cultural Monthly Surah Andisheh, 2015; (55-54): 5. [In Persian]
6- Marvel J.D, Unconscious Bias in Citizens’ Evaluations of Public Sector Performance. Journal of Public Administration research and Theory, 2015; 26(1(: 143 – 158.
7- Van R, G, Outcomes, Process and Trust of Civil Servant. Journal of Public Administration Research and Theory, 2011; 21(4): 745 –760.
8- Del Pino, E., Calzada, I. & Díaz-Pulido, Conceptualizing and Explaining Bureauphobia: Contours, Scope, and Determinants. Public Administration Review, 2016; 76(5): 725–736.
9- Aflaki Sh, Market Management Marketing, Publisher, Third Edition; 2004. [In Persian]
10- Rahnemood F, Architecture of the Government Organization a fundamental step in honoring the client and administrative transformation. Journal of Management Studies Sciences, 2007; 49. [In Persian]
11- Qanavati M, Bureaucracy Theory. Islamic Azad University, Ahvaz Branch; 2013. [In Persian]
12- Jalalvand A, A Critique of the Bureaucracy in the Government of Iran. Vista Electronic Magazine; 2016. [In Persian]
13- Atilano J, José M, Individual social capital: Accessibility and mobilization of resourcesembedded in social networks, Social Networks, 2017; 49: 1-11.
14- Jung J; Bozeman B; Gaughan M., Fear in Bureaucracy: Comparing Public and Private Sector Workers’ Expectations of Punishment, Administration & Society; 2018: 1–32.
15- Azin M., Study of the effect of social capital on job satisfaction (Case study: Ministry of Energy), Quarterly Journal of Public Management Mission (Public Management); 2013: 81-88. [In Persian].
16- Molavi Z, Tahmasebi R., Danaeifard H., Hamidizadeh A., Bureaucracy phobia: Citizens' dual view of public services. Quarterly Journal of the Faculty of Management, University of Tehran; 2017. [In Persian]
17- Sadeghi, Yousef, A Study of Behavioral and Structural Barriers of Iranian Bureaucracy in Implementing Strategic Thinking in Government2018 Organizations (Qom Electricity Distribution Company), Third Community Empowerment Conference in Humanities and Psychological Studies, Tehran, Cultural and Social Skills Empowerment Center; 2019.
18- Sazura A, Mohammad Ghafari, Investigating the Impact of e-Government on Organizational Agility and Reducing Bureaucracy Study: Mazandaran Governorate, International Congress of Engineering Sciences and Sustainable Urban Development, Danish Polytechnic University, Permanent Conference Secretariat; 2018. [In Persian]
19- Rahimi, Gholamreza; Jafar Ahadzadeh Farhoud Bonab and Mir Hamid Sadati, The effect of administrative bureaucracy on organizational effectiveness mediated by organizational culture in Bonab offices, the first national conference on management and economics with the approach of resistance economics, Mashhad, Payame Noor University of Khorasan Razavi; 2019.
20- Estepa, J. (2018, February 28). White House departures: Who’s been fired and who resigned. USA TODAY. Retrieved from https://www.usatoday.com/story/news/ politics/onpolitics/2018/02/28/white-house-departures-whos-been-fired-andwho- resigned/382984002/
21- van Engen, Nadine A.M. A Short Measure of General PolicyAlienation: Scale Development Using a 10-Step Procedure. Public Administration, 2017; 95(2): 512–26. https://doi.org/10.1111/padm.12318.
22- Seyd B, How do citizens evaluate public officials? The role of performance and expectations on political trust. Political Studies, 2015; 63 (1): 73-90.
23- Safarzadeh H, Management Theories, Research Publishers, Fourth Edition; 2008. [In Persian]
24- Kamali A., Hashemi S., The effect of gradual increase of financial leverage on the amount of cash flow released by the company on the management of companies listed on the Tehran Stock Exchange. Journal of Accounting Knowledge, 2010; First year, second issue. [In Persian]
25- Zahedi Sh., Khanbashi M., From Public Trust to Political Trust (Research on the Relationship between Public Trust and Political Trust in Iran), Quarterly Journal of Management Research in Iran, 2011; (4): 96-73. [In Persian]
26- Bozeman B, Bureaucracy and red tape, Upper Saddle River, NJ: Prentice Hall; 2000.
27- Arian A, Assessing the Impact of Transformational Leadership on Knowledge Sharing. International Research Journal of Management Sciences, 2015; 3(5), 213-220. [In Persian]