• صفحه اصلی
  • عوامل مؤثر بر تصمیم‌گیری مدیران سازمانهای دولتی

اشتراک گذاری

آدرس مقاله


کد مقاله : IMJ-2101-1524 (R3) بازدید : 159 صفحه: 201 - 2019

10.30495/imj.2021.684492

نوع مقاله: پژوهشی

عوامل مؤثر بر تصمیم‌گیری مدیران سازمانهای دولتی

محورهای موضوعی : مدیریت صنعتی

Mohammad salim Karimi 1 , Adel Salavati 2 , behroz zarei 3 , kumars ahmadi 4

1 - دانشجوی دکتری گروه مدیریت دولتی، واحد سنندج، دانشگاه آزاد اسلامی، سنندج،ایران
2 - Assistant Professor of Management, Faculty of Humanities, Islamic Azad University, Sanandaj Branch, Sanandaj, Iran.
3 - Associate Professor of Management Faculty of Tehran University . Tehran . Iran
4 - Assistant Professor of Islamic Azad University, Sanandaj Branch, Sanandaj, Iran

تاریخ دریافت : 1399/10/12 تاریخ پذیرش : 1400/02/28 تاریخ انتشار : 1400/06/08

کلید واژه: سازمان‌های دولتی, تصمیم‌گیری, روش دلفی,

چکیده مقاله :

اغلب سازمان‌های دولتی یا فاقد مدلی برای نظام تصمیم‌گیری در سازمان هستند و یا مدل طراحی‌شده با توجه به تغییرات سیاستی، اجتماعی و فرهنگی تعدیل نشده است. لذا، بیشتر سازمان‌ها بر اساس آزمون و خطا و یا با تکیه بر دیدگاه فردی مدیران اداره می‌شوند. این مسئله باعث گردیده تا موفقیت و عدم موفقیت سازمان‌های دولتی به‌شدت تابع سلیقه‌ی فردی مدیران گردد. این مسئله به‌عنوان یکی از مسائل تعیین کننده موفقیت سازمان‌های دولتی مطرح بوده و به دلیل عدم اهتمام کامل به آن و یا نبود مطالعه‌ای جامع در این زمینه امکان تحقق اهداف سازمانی میسر نگشته است. از این رو، هدف این پژوهش ارائه مدلی جهت تبیین نظام تصمیم‌گیری در سازمان‌های دولتی است. با توجه به اینکه این پژوهش از نوع کیفی می‌باشد پس از انجام مطالعات کتابخانه‌ای و جمع‌آوری ادبیات موضوعی پژوهش مصاحبه‌های عمیق با خبرگان انجام شد و خروجی‌های به‌دست‌آمده با استفاده از روش دلفی تحلیل گردید. برای این کار 93 شاخص برای تبیین نظام تصمیم‌گیری شناسایی شدند که پس از بررسی خبرگان 76 شاخص مناسب تشخیص داده شدند. طبق نتایج کسب‌شده این مدل پژوهشی مشخص شد که مهم‌ترین مؤلفه‌ها در تصمیم‌گیری مدیران، به ترتیب اولویت به مؤلفه‌های تعریف درست مسئله، انگیزه و اعتمادبه‌نفس بالا، میزان دانش و تجربه فردی، وجود مکانیزم‌های مؤثر زمان‌بندی، طراحی و پیاده‌سازی به‌موقع و کامل تصمیمات و اجرای آزمایشی (محدود) تصمیم‌ها قبل از اجرای نهایی (عمومی) تصمیمات می‌باشد.

چکیده انگلیسی:

Most government organizations either do not have a model for the decision-making system in the organization or the designed model has not been adjusted due to political, social and cultural changes. Therefore, most organizations are based on trial and error or based on the individual perspective of managers. This has made the success and failure of government organizations highly dependent on the individual tastes of managers. This issue has been considered as one of the issues determining the success of government organizations and due to lack of full attention to it or lack of comprehensive studies in this field, it has not been possible to achieve organizational goals. Therefore, the aim of this study is to provide a model for explaining the decision-making system in state organizations. Given the qualitative nature of the study, after library research and reviewing the related literature, in-depth interviews with experts are conducted. The outcomes are analyzed in the light of the Delphi method. In first, 93 indicators identified to explaining the decision-making system. After checking the indicators by experts, only 76 indicators were verified. According to the results of this research model, it was found that the most important components in managers' decision-making were, respectively, the priorities of "correct definition of the proble", "high motivation and self-confidence", "personal knowledge and experience", "effective scheduling mechanisms, timely design and implementation of decisions," and "experimental execution of decisions before final implementation of decisions".

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_||_

  1. Armstrong, M., & Baron, A. (2005). Managing performance: performance management in action. CIPD publishing.‏
    2.
  2. Bagheri, M., Ebrahimi, A., & Kiani, M. (2016). Designing a Model of Factors Affecting Decision Making for Outsourcing Activities (Case Study: Isfahan Optics Industries Company). Management Improvement, 9(3), 137-166. (in Persian).
    3.
  3. Bless, H., & Igou, E. R. (2014). Mood and the use of general knowledge structures in judgment and decision making. In The routines of decision making(pp. 223-240). Psychology Press.‏
    4.
  4. Comer, D. R., & Vega, G. (2008). Using the PET assessment instrument to help students identify factors that could impede moral behavior. Journal of Business Ethics, 77(2), 129-145.‏
    5.
  5. Desplaces, D. E., Melchar, D. E., Beauvais, L. L., & Bosco, S. M. (2007). The impact of business education on moral judgment competence: An empirical study. Journal of Business Ethics, 74(1), 73-87.‏
    6.
  6. Donald, E. (2006). The Influence of Ethical Control Systems and Moral Intensity on Sales Managers' Ethical Perceptions and Cultures. Marketing Management Journal, 15(2), 123-131.
    7.
  7. Echeverria, J. D. (2014). Koontz: The very worst takings decision ever. NYU Envtl. LJ, 22, 1.‏
    8.
  8. Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. (2010). Bad apples, bad cases, and bad barrels: meta-analytic evidence about sources of unethical decisions at work. Journal of applied psychology, 95(1), 1.‏
    9.
  9. Ghahramani, M. (2005). Improving the educational decision-making system from the viewpoint of members of education faculties settled in Tehran and staff managers and specialists in the Ministry of Education. Educational Innovation, 4(3), 32-57. (in Persian).
    10.
  10. Hadizadeh Moghaddam, A., & Tehrani, M. (2009). A Study of The Relationship Between General Decision Making Styles Of Managers in Public Organizations. Public Administration, 1(1), 123-138. (in Persian).
    11.
  11. Isen, A. M. (2001). An influence of positive affect on decision making in complex situations: Theoretical issues with practical implications. Journal of consumer psychology, 11(2), 75-85.‏
    12.
  12. Jenkins, T. (Ed.). (2018). International Film Festivals: contemporary cultures and history beyond Venice and Cannes. Bloomsbury Publishing.‏
    13.
  13. Kaiser, A., Fahrenbach, F., Kragulj, F., & Grisold, T. (2018). Towards a prioritization of needs to support decision making in organizational change processes.‏
    14.
  14. Kargar, Gh. (2015). The role of information and communication technology in the decision-making process of managers of Iranian sports organizations. Sport Management and Motor Behavior, 10(20), 111-122. (in Persian).
    15.
  15. Kendall, B. E., & Logue, V. (1977). Spinal epidural angiomatous malformations draining into intrathecal veins. Neuroradiology, 13(4), 181-189.‏
    16.
  16. Koontz, H., & Weihrich, H. (2015). Essentials of Management: An International, Innovation, and Leadership Perspective. McGraw-Hill Education.
    17.
  17. Lajevardi S. J, & Kokabi, S. (2017). Studying the Role of Emotional Intelligence in the Quality of Decision Making of Managers (Case: Institute of International Energy Studies. Human Resource Management in Oil Industry, 8(29), 79-97. (in Persian).
    18.
  18. Lampe, J. C., Finn, D. W., Gaa, J., & Malley, P. L. (1992). A model of auditors' ethical decision processes; Discussions; Reply. Auditing, 11, 33.‏
    19.
  19. Lin, C. C., & Chuang, L. Z. H. (2012). Using fuzzy delphi method and fuzzy AHP for evaluation structure of the appeal of taiwan’s coastal wetlands ecotourism. In Business, Economics, Financial Sciences, and Management(pp. 347-358). Springer, Berlin, Heidelberg.‏
    20.
  20. Ning, L. (2018). The dynamics of foreign-policy decisionmaking in China. Routledge.‏
    21.
  21. Lyubomirsky, S., King, L., & Diener, E. (2005). The benefits of frequent positive affect: Does happiness lead to success?. Psychological bulletin, 131(6), 803.‏
    22.
  22. Mahjoub, H., Naderi, A,. Kharazi, K., & Entezari, Y. (2017). Investigating Relationship between Five Neo-Factor Personality Characteristics and Work-Life Balance in university of yazd. Iranian Higher Education, 8(2), 81-111. (in Persian).
    23.
  23. Mashhadi Haji Ali, F., Rafiee, M., & Alimiri, M. (2014). The Decision Making Models of Knowledge-Based Small and Medium Enterprises in Complex Situation and Deep Uncertainty. Innovation Management, 2(2), 121-150. (in Persian).
    24.
  24. Maw, N. T. (2020). Ethical Decision-Making in Public Administration.
    25.
  25. McDevitt, R. (2001). A systems approach to identifying the sources of decision influences and their importance to individuals facing ethical dilemmas. University of New Haven.‏
    26.
  26. Mehrani, S., Saghafi, A., Mousakhani, M., & Sepasi, S. (2012). Factors Affecting Iranian Certified Public Accountant's Ethical Decision Making. Ethics in science and Technology, 6(3), 6-12. (in Persian).
    27.
  27. Melati, C., Janissek-Muniz, R., & Curado, C. M. M. (2021). Decision-Making Quality of Public Managers: Contributions from Intelligence and Knowledge Management. Revista de Administração Contemporânea, 25(2).‏
    28.
  28. Nwankwo, I. N., Ugwude, A. C., & Ugwude, D. I. (2020). Management Information Systems (MIS) Data Collection Methods for University Administrators’ Decision-Making Process in South East Nigeria Universities. African Journal of Educational Management, Teaching and Entrepreneurship Studies, 1(1), 14-22.‏
    29.
  29. Papulova, Z., & Gazova, A. (2016). Role of strategic analysis in strategic decision-making. Procedia Economics and Finance, 39, 571-579.‏
    30.
  30. Pourian, M. T. (2018). Cash Rational choice theory in strategic policy decisions. Strategic Research of Politics, 6 (23), 209-227.
    31.
  31. Poursadegh, N. (2014). The relationship between decision-making styles and competitive advantage in small and medium enterprises. University and Industry, 6(19-20), 33-45.
    32.
  32. Powell, C. (2003). The Delphi technique: myths and realities. Journal of advanced nursing, 41(4), 376-382.
    33.
  33. Reymen, I. M., Andries, P., Berends, H., Mauer, R., Stephan, U., & Van Burg, E. (2015). Understanding dynamics of strategic decision making in venture creation: a process study of effectuation and causation. Strategic entrepreneurship journal, 9(4), 351-379.
    34.
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  35. Saadat, E. (1995). Decision Making Process in Organizations. Tehran: UTP.
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  37. Scott, S. G., & Bruce, R. A. (1995). Decision-making style: The development and assessment of a new measure. Educational and psychological measurement, 55(5), 818-831.‏
    38.
  38. Shabanpour, F., Hashemzadeh, Gh., Modiri, M., & Aalaei, S. M. (2014). Identifying and Prioritizing the Factors Affecting the Establishment of a Decision Support System (DSS) (Case Study: Offshore Oil Company of Iran, Building Engineering Unit). Journal of Exploration & Production Oil & Gas, 109, 21-26. (in Persian).
    39.
  39. Spraragen, M., & Madni, A. M. (2014). Modeling of emotional effects on decision-making by game agents. Procedia Computer Science, 28, 736-743.‏
    40.
  40. Tabari, M., & Ghorbani, M. (2010). The role of emotional intelligence on managers' decision-making style. Journal of Industrial Strategic Management, 5(16), 30-46. (in Persian).
    41.
  41. Thomas, S. (2012). Ethics and accounting education. Issues in Accounting Education, 27(2), 399-418.
    42.
  42. Thorne, L. (2000). The development of two measures to assess accountants' prescriptive and deliberative moral reasoning. Behavioral Research in Accounting, 12, 139.‏
    43.
  43. Tipton, H. F., & Nozaki, M. K. (2007). Information security management handbook. CRC press.
    44.
  44. Tsalikis, J., & Fritzsche, D. J. (2013). Business ethics: A literature review with a focus on marketing ethics. Citation classics from the journal of business ethics, 337-404.‏
    45.
  45. Valentine, S., & Fleischman, G. (2008). Professional ethical standards, corporate social responsibility, and the perceived role of ethics and social responsibility. Journal of Business Ethics, 82(3), 657-666.‏
    46.
  46. Weiss, H. M. (2002). Deconstructing job satisfaction: Separating evaluations, beliefs and affective experiences. Human resource management review, 12(2), 173-194.‏
    47.
  47. Wiklund, J., & Shepherd, D. (2003). Knowledge‐based resources, entrepreneurial orientation, and the performance of small and medium‐sized businesses. Strategic management journal, 24(13), 1307-1314.‏
    48.
  48. Yousefi, M., Amini Sabegh, Z. (2018). The effect of knowledge management and information technology system on decision-making power of managers and providing an optimal model for managers of government organizations. Resource management in law enforcement, 5(3), 79-96.
    49.
  49. Zarandi, M., & Ezati Jivan, S. (2016). Factors Affecting Managers 'Decision-Making Style in Organizations Top Managers' Perspectives Using Analytic Hierarchy Process. International Congress on Science and Engineering, Dubai: Modiran Ideh Pardaz Paytakht Viera Institute. (in Persian).
    50.
  50. Zarezadeh, F. (2003). Factors influencing the decision of the executive directors of medical universities in using or not using the Internet. National Library and Information Studies Studies, 13(2), 63-74. (in persian).
    51.
  51. Zeni, T. A., Buckley, M. R., Mumford, M. D., & Griffith, J. A. (2016). Making “sense” of ethical decision making. The Leadership Quarterly, 27(6), 838-855.
    52.

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