The present investigation is based on cultural indicators, aiming to study thepresent management styles in cultural centers and presenting an appropriatemodel. The statistical society of this research is the managers of culturalcenters, subordinate of the central office More
The present investigation is based on cultural indicators, aiming to study thepresent management styles in cultural centers and presenting an appropriatemodel. The statistical society of this research is the managers of culturalcenters, subordinate of the central office of culture and Islamic guidance ofLorestan province, which are 35 people in total. Considering that the membersof the mentioned society are limited in number, taking sample has not beendone, and all members have been studied. The measuring tools included twosections: The first section studied management styles (Bardens and Matskasquestionnaire), and the second section measured the amount of culturalindicators (Dorfman and Haul questionnaire). After collecting and analyzingthe data, it was clarified that the present management style is one of theauthoritarian and benevolent (s2), and the mentioned managers are relativelyculturally moderate in believing in superiority of men, collectivism and powerdistance, and are high in uncertainty avoidance. In addition, according to theamount of cultural indicators, the favorable style of management for culturalorganizations is something between authoritarian and benevolent (s2) andconsulting systems.
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Today, talent management development is one of the most important business elements and one of the key components of maintaining a sustainable competitive advantage in organizations. Therefore, in this leading research, the purpose of this research is to present a compr More
Today, talent management development is one of the most important business elements and one of the key components of maintaining a sustainable competitive advantage in organizations. Therefore, in this leading research, the purpose of this research is to present a comprehensive model of talent management for Customs Organization. In order to carry out this research, due to the need to extract custom and specialized characteristics of the Customs Organization, a qualitative research data base was also used after categorizing the existing theoretical bases and empirical background. We obtained 139 components by using snowball sampling method and analyzing them, using the Delphi-Fuzzy method for screening by experts. Targeted Approach 20 Experts Selected After 4 Fuzzy Steps, 54 Indicators Remain Adapted to Present Model and Classification of Dr. Mirzaei Ahrangani's Trilogy Pattern, which we presented in four layers by adding another dimension for better understanding. . The model was distributed to more than 400 customs staff at the Customs Administration through simple random sampling, with 367 returned samples evaluated and approved. Through Hierarchical Analysis (AHP) and Expert Chase software as follows: 1. Cognitive / Perceptual (0.467) 2. Structural / Institutional (0.227) 3. Environmental / Situational (0.16) 4. Behavioral / Functional (0.095) rated.
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Considering the fact that organizational citizenship behavior can be regarded as one of the most fundamental social and managerial issues, and as it has been studied in different circles as well as the significance of underlying factors of its formation, this research t More
Considering the fact that organizational citizenship behavior can be regarded as one of the most fundamental social and managerial issues, and as it has been studied in different circles as well as the significance of underlying factors of its formation, this research tries to study those underlying factors in the of the Academic Center for Education, Culture and Research (ACECR) of the University of Tehran. This research is quantitative and conducted in a survey method. The required data was collected using a researcher-oriented questionnaire and library method. The study population consisted of all employees and experts and senior experts, middle managers and executives who worked at ACECR. All ACECR’s staff are 260 employees including middle and high-ranking managers and senior experts were selected as the statistical community. As the final results reveal, based on the factors leading to the organizational citizenship behavior, it can be said that in the first priority, there was a lack of organizational justice. The second priority is the lack of suitable welfare and mental calmness, want of overtime allowance, low-interest loans as well as poor conditions of the workplace. The third priority focuses on lack of suitable management indicators.
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