Identification and Investigation of the Status of the Cultural Policy-Making Pattern’s Indicators Based on Islamic Management Philosophy in District Eight’s Payam-e-Noor Universities

الموضوعات :

Fatemeh Shahabi Nejad ¹ , Hamdollah Manzari Tavakoli ² , Mohammad Jalal Kamali ³ , Sanjar Salajegheh ⁴ , Hamid Reza Molaei ⁵

1 - Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran
2 - Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran,
3 - Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran
4 - Assistant Professor, Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran,
5 - Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran

تاريخ الإرسال : 08 الأحد , جمادى الثانية, 1441 تاريخ التأكيد : 14 الأربعاء , محرم, 1442 تاريخ الإصدار : 16 الثلاثاء , ربيع الثاني, 1442

الکلمات المفتاحية: The discussion on the position of the religion and the quality of its Effect on the cultural policy-making is one of the subjects posited in the area of the cultural policy-making. The present study aims at the identification and investigation of the, all of them were found in an optimal level. according to the results, cultural policy-makers are required to pay attention to the identified indicators for the growth and excellence of the students in line with the Islamic management philosophy based,

ملخص المقالة :

The discussion on the position of the religion and the quality of its Effect on the cultural policy-making is one of the subjects posited in the area of the cultural policy-making. The present study aims at the identification and investigation of the status of the cultural policy-making pattern’s indicators based on the Islamic management philosophy. the present study is a descriptive research of the developmental-applied type in terms of the study objectives. The study population included 1) the university professors and experts in the area of the management and Islamic management out of whom 30 individuals were selected based on a judgmental method and 2) the officials of the university’s cultural affairs and the clergymen and the professors in the area of the Islamic teachings from the district eight’s Payam-e-Noor university out of whom 102 individuals were selected based on a census method. In order to gather the information, library research and interview with the corresponding experts (including the professors and specialists informed of the management and Islamic management) were the methods of choice. Next and for assessing the identified indicators, use was made of questionnaire. The content validities of the questionnaire pertinent to the human veneration factors (0.578), the questionnaire related to piety and virtuousness (0.592) and the questionnaire pertaining to cultural policy-making (0.563) were confirmed with a high percentage. The Cronbach’s alpha coefficients of the questionnaires were estimated above 0.7. In order to analyze the data, one-sample t-test was employed and SPSS software was utilized. based on the results and according to Islamic management (conduct way of Imam Ali (PBUH)), the policy-making indicators were identified in two dimensions of 1) human veneration (individual indicators (growth and excellence, faith and piety, intellectuality and tranquility) and group indicators (network-based interest and sympathy) and organizational indicators (productivity and participation)) and 2) piety and virtuousness (God-orientation and exercising Unitarianism, promotion of the necessity of obeying the divine governance, prudence in Islamic culture and meritocracy) and the policy-making process’s indicators included 1) problem-finding (recognition), 2) codification of the policy, 3) legitimization, 4) implementation of the policy and 5) evaluation and valuation; all of them were found in an optimal level. according to the results, cultural policy-makers are required to pay attention to the identified indicators for the growth and excellence of the students in line with the Islamic management philosophy based on conduct way of His Highness Imam Ali (PBUH).

المصادر:

• Bardach E. (2017), the implementation game: What happens after a bill becomes a law, Boston, MA: Colonial ink, 15(2): 45-63.


• Van Meter T. & Horn B. (2015), Learning to improvise, improvising to learn: a process of responding to complex environments, Journal of Business Research, 55(6): 141-147.


• Paul H. & Daniel G. (2016), Organizational improvisation: what, when, how and why. International Journal of Management, 18(6): 299-341.


• Jon B. (2016), From threat-rigidity to flexibility – toward a learning model of autogenic crisis in organizations, Journal of Organizational Change Management, 13(1): 74-88.


• Petrus G. (2015), The incident command system: high-reliability organizing for complex and volatile task environments, Academy of Management Journal, 44(2): 1281-1299.


• Khanifar H. & Agdaghi M. (2015), Conceptual Model of the Levels of Influence of Islamic Teachings on Cultural Policy, Socio-cultural Knowledge, 22(5): 45-62.


• Ayoubi H. (2010), Cultural Policy in France: Government and Art, Tehran: Samt, 15(2): 156-166.


• Lakzai N. & Nabatian M. (2013), Cultural Security from the Perspective of Shia Jurisprudence, Strategic Studies of the Sixteenth Year of Winter, 39(3): 39-50.


• Zamon C. & Jean D. (2016), Time and organizational improvisation, Academy of Management Review, 30(1): 129-145.


• Javidi A. & Salajegheh S. & Pourkiani & Sayadi  S. (2020), Investigating the Factors Related to Measuring the Public Services Quality in the Public Sector with Service Delivery Processes, Agricultural Marketing and Commercialization Journal, 4(1): 77-91.


• Thomas N. (2012),Toward an understanding on when excecutives see crisis as opportunity, Journal of Applied Behavioral Science, 44(6): 94-115.


• Anderson C. (2015), the place of principles in policy Analysis”, American political science Review, 73(3): 711-223.


• Almor S. (2017), Organizational improvisation and change: two synthesis and a filled gap, Journal of Organizational Change Management, 16(2): 169-185.


• Taiwo B. (2015), The art of continuous change: lonking complexity theory and time-paced evolution in relentlessly shifting organizations, Administrative Science Quarterly, 42(1): 1-34.


• Makinde T. (2010), "Problem of policy implementation in developing nations: The Nigerian experience", J. SOC. Sci., 11(1): 63-69.

Konsult A. (2009), "Barriers to Implementation", The Kon SULT Knowledgebase, available, 16(3): 296-307