مطالعه کیفی توسعه و تغییر فرهنگ سازمانی و شناسایی نقاط اهرمی آن با رویکرد اصلاح اخلاق کار در سازمان های دولتی (مورد مطالعه استان گلستان)
محورهای موضوعی :
مطالعات توسعه اجتماعی ایران
مجتبی رنجبر
1
,
اکبر اعتباریان خوراسگانی
2
,
مهربان هادی پیکانی
3
1 - دانشجوی دکتری رشته مدیریت دولتی گرایش منابع انسانی، دانشگاه آزاد اسلامی، واحد اصفهان (خوراسگان)، اصفهان، ایران
2 - دانشیار گروه مدیریت، دانشگاه آزاد اسلامی، واحد اصفهان (خوراسگان)، اصفهان، ایران
3 - استادیار گروه مدیریت، دانشگاه آزاد اسلامی، واحد اصفهان (خوراسگان)، اصفهان، ایران
تاریخ دریافت : 1396/09/03
تاریخ پذیرش : 1396/09/03
تاریخ انتشار : 1396/06/01
کلید واژه:
توسعه,
فرهنگ سازمانی,
اخلاق کار,
سازمان های دولتی,
استان گلستان,
چکیده مقاله :
پژوهش حاضر با هدف شناسایی نقاط اهرمی فرهنگ سازمانی آن با رویکرد اصلاح اخلاق کار و طراحی الگوی توسعه و تغییر آن در سازمان های دولتی استان گلستان انجام شد. نوع پژوهش کیفی و روش پژوهش گراندد تئوری بود. جامعه آماری پژوهش شامل 17 نفر از مدیران سازمان های دولتی استان گلستان بود که با استفاده از مصاحبه داده ها و اطلاعات مورد نیاز پژوهش گردآوری شد. یافته ها در سه مرحله کدگذاری 1- کدگذاری باز 2- کدگذاری محوری و 3- کدگذاری انتخابی اجرا شد که در مجموع 73 مفهوم از مصاحبه ها استخراج و در قالب 7 مقوله اصلی حول محور اخلاق کار تقسیم بندی شد. نتیجه پژوهش نشان داد: مقوله اول، که رویکرد راهبردی به اصلاح اخلاق کار نام دارد با نتیجه (600/0)، مقوله دوم که مدیریت ارزش های سازمان نام دارد با نتیجه (446/0)؛ مقوله سوم که مدیریت عملکرد تغییر مدار نام دارد با نتیجه (505/0)؛ مقوله چهارم که مهارتهای رهبری تحول گرا نام دارد با نتیجه (729/0)؛ مقوله پنجم که کارکنان حامی تغییر نام دارد با نتیجه (618/0)؛ مقوله ششم که مدیریت دانش و اطلاعات تغییر نام دارد با نتیجه (730/0)؛ و مقوله هفتم که سازماندهی متناسب باز نام دارد با نتیجه (646/0)، هرمقوله بیشترین و کمترین ضریب مسیر نسبت به پیامدهای اصلاح اخلاق کار را به خود اختصاص داده اند.
چکیده انگلیسی:
The purpose of this study is to identify the leverage points of its organizational culture with an approach of reforming the work ethics and designing its development model and its transformation into governmental organizations of Golestan province. The type of research is qualitative and research method is grounded theory. The statistical population of the study consists of 17 experts of governmental organizations in Golestan province. The data are gathered using interviews and information required for research. The findings are carried out in three stages: 1. open coding, 2. Axial coding, 3.Selective coding. The finding show that 73 concepts are extracted from the interviews and divided into 7 main categories around the work ethics. The result of the research show that the first category, the strategic approach to the reform of work ethics, (0.600), the second category, the management of the values of the organization (0.446); the third category, the management of the change (0.505); the fourth category, The transformational leadership (0.729); the fifth category the sponsoring staff (0.618); the sixth category, The knowledge and information management (0.730); and the seventh category, the proportional organization (0.664), each one has the highest and the least coefficient of path toward the consequences of reforming work ethics.
منابع و مأخذ:
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Pieri, Z. (2009). A study of work ethic and social factors affective on that among personnels of department Islamic culture in Zanjan city (Master thesis). Islamic Azad University Zanjan Branch.
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Qayyami A., Mozaffar, H. And Mohammad Panah, M. R. (2014), Identifying and Prioritizing Components of Organizational Culture Affecting Organizational Transformation (Case Study: Social and Cultural Deputy of Tehran Municipality). Cultural management, 8(25): 35-47 [In Persian]
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Sarmadi, M. R. (2016). Presentation of the causal model of Islamic work ethic and organizational commitment with the intermediate role of organizational justice and job values. Journal of Research in the New Approach to Educational Management, (3): Sequentially 27: 61-74 [In Persian]
Shafizadeh, R. (2006), Evaluation of employee performance, Management Magazine, 115 & 116: 40-45 [In Persian]
Zhang, H., Luo, X. R., Liao, Q., & Peng, L. (2015). Does IT team climate matter? An empirical study of the impact of co-workers and the Confucian work ethic on deviance behavior. Information & Management, 52(6), 658-667. https://doi.org/10.1016/j.im.2015.05.006
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Alvani, S. M. (2003), public Management. Tehran: Publishing Ney, 18th edition. [In Persian]
Alvani, S. M. (2004), Ethics and management towards an integrated ethics system in the organization, Quarterly Management Study, 11 (41&42): 1-12. [In Persian]
Alvani, S. M. (2014), public Management. Tehran: Publishing Ney. [In Persian]
Alvani, S. M. Hosein Por, A. & Davari, A. (2010) using a circular pattern of organizational ethics. Ethical in Science and Technology; 5(3-4): 26. (In Persian).
Creswell, J. W. (2002). Research design: qualitative, quantitative, and mixed methods approaches, SAGE.
Eskandari, A., Irandoost, M. (2015), the Relationship between Work Ethics and Organizational Citizenship Behavior with Organizational Performance.Ethics in science and technology, 10 (4):107-114 [In Persian]
Hathaway, P. (2009). Organization and Change. Methods, Models and Theories [Online]. Available from: URL:http://www.12manage.com/i_co.ht ml/.
Hosseini Sohi, S. A. (2014), the degree of application of the theory of managerial roles of Mintzberg among the managers of the city bank with the approach to productivity development, Quarterly Journal of Economics and Urban Management, 2(6): 159-167 [In Persian]
Mohammadpour Zarandi, H Rahimian, h And Tabatabai Mozdabadi, S. M. (2014), Explaining the Role of Organizational Culture in Managing Change in City Bank Staff, Quarterly Journal of Economics and Urban Management, 3(9): 15-28 [In Persian]
Mohammadpour, A., Sadeghi, R., Rezaie M. And Partovi, l. (2010), Tradition, Renovation, and Family: An Investigation of the Continuity and Change of the Family in the Nile Communities Using the Approach of the Combined Research Method, Journal of Research in Women, 7(3): 71-93. [In Persian]
Monavvarian, A and Bakhtiya, A. (2007). Understanding Organizational Culture Based on the Denison Model (Case Study: Industrial Management Organization), Tehran, Fourth International Management Conference, 1-15. [In Persian]
Moyedfar, S. (2003), the study of work ethics and its social factors, Tehran: High Council of Cultural Revolution. [In Persian]
Niyaz Azari, k Taghvaei Yazdi, M. And Mohammadi Alborzi, A. (2016), investigating the effect of organizational identity and organizational culture on organizational citizenship behavior by providing a suitable model. Productivity Management. 9(36): 199-221. [In Persian]
Pennino, Clare M. (2004). Managers and professional ethics, Journal of Business Ethics, 41:337-47. Wikipedia.com, retrived 15th may 2008
Pieri, Z. (2009). A study of work ethic and social factors affective on that among personnels of department Islamic culture in Zanjan city (Master thesis). Islamic Azad University Zanjan Branch.
Puiu, S. (2015). Ethics Management in Public Sector–Background and Tools. Procedia Economics and Finance, 23, 604-607.
Qayyami A., Mozaffar, H. And Mohammad Panah, M. R. (2014), Identifying and Prioritizing Components of Organizational Culture Affecting Organizational Transformation (Case Study: Social and Cultural Deputy of Tehran Municipality). Cultural management, 8(25): 35-47 [In Persian]
Riahi B. (2005), Quality management in the public sector of Iran, Design of high-quality government, First Printing, Tehran: Publication of Iran's Industrial Research and Training Center [In Persian]
Sarmadi, M. R. (2016). Presentation of the causal model of Islamic work ethic and organizational commitment with the intermediate role of organizational justice and job values. Journal of Research in the New Approach to Educational Management, (3): Sequentially 27: 61-74 [In Persian]
Shafizadeh, R. (2006), Evaluation of employee performance, Management Magazine, 115 & 116: 40-45 [In Persian]
Zhang, H., Luo, X. R., Liao, Q., & Peng, L. (2015). Does IT team climate matter? An empirical study of the impact of co-workers and the Confucian work ethic on deviance behavior. Information & Management, 52(6), 658-667. https://doi.org/10.1016/j.im.2015.05.006
