JOURNAL OF STRATEGIC MANAGEMENT STUDIES
Year:2012 | Volume:2 | Issue:8 |Papers Count:7

The purpose of this research is to survey the span of participation of Khorasan Regional Electric Company senior managers and experts in group activities related to Strategic Management and Productivity. A survey method in 2012 was employed to survey with the entire population of 40 people (middle managers and senior experts). Results show the average age of respondents is (44± 7. 32) years and their employment time is (18. 7± 7. 48) years. Average of professional skill is (3. 9± 0. 5), personality characteristics (3. 6± 0. 7), organizational structure (3. 0± 0. 9), the individual (3. 5± 0. 8), leadership style (3. 2 ± 0. 8), assignments marked (2. 9± 0. 7), encourage and reward system (2. 9± 0. 5), the superior performance (3. 6± 0. 7), the personnel Office (3. 6± 0. 4), type of activity (3. 5± 0. 4) and the effectiveness of activities (3. 5 ± 0. 8). The first priority in Participation was professional skills, and last priority was assignments marked and the Friedman test is also significant.

The research is a case study one and is conducted in Tam IranKhodro Company during 1388. This company has used balanced scorecard method to implement strategic plan and evaluate strategic goals, in order to design a strategic map for the company and make a pattern for determining how strategic goals achieve. The reports of balanced scoreard system of the company shows that the company is successful in implementation of the strategy plan by balanced scorecard. Through questionnaire distribution managers and expert who contribute in formulation and implementation of the TAM company`s balanced scorecard were asked about their points of view. To conclude finding of the research is that criterion of each balance scorecard perspectives consist of financial, customer, internal process and growth and learning and also in the whole company didn`t achieve strategic goals; Company`s managers and experts belived that the implementation of balance scorecard is not successful in the company and it has many problems. The results led to a revision of strategic goals and indicators, and formulating and developing the corporate strategy map.

Nowadays many organizations pay more attention to HSE and establish a unit for it in their organization therefore HSE units need strategic plan for performing in align with organization value. HSE strategic plan helps to clear the position of the function in organization. The goal of this article is providing a systematic approach for managers to use tools and methods for dealing with HSE issues. This is the most effective stage to meet the HSE objective through organizational goals and increase reputation of organization for surviving in international markets. The methodology is a mix of strategic management methodologies provided by David, Piers and Robinson and it has been customized to match the organization and specifications of HSE function. The main contribution of this research is creating a strategic methodology by mixing of different strategic planning methods and using it in HSE function.

Social responsibility is regarded as a part of work ethic in the literature associated with management and enterprise which is also called transorganizational morality. Many scholars believe that social responsibility of the enterprise affects its success and failure to some extent. Attention toward requirements of society, moral behavior and environmental issues are considered seriously by customers today. On the other hand, organizational changes and developments in current competitive atmosphere have caused enterprises to alter procedures and undertake modifications for their own survival. For this purpose, the enterprises must use appropriate tool which enables them to succeed that is to say “ Organizational Development” (OD). This paper evaluates the influence of OD on social responsibility by studying the relation between dimensions of development and organizational change. Statistical population of this research was comprised of all managers in Iranian economic ministries since they are more engaged with the “ Privatization Act” . Results of this research demonstrated that among different variables of the conceptual model of research (OD) namely organizational structure, human resources, organizational culture, rules and regulations, organizational processes, the two factors of human resources and organizational culture are scored higher in terms of affecting the social responsibility of enterprise.

This research intended to identify and analyze the effects of components of knowledge management on organizational performance and customer satisfaction. Considering the dynamic nature of the knowledge management, system dynamic model is used. For this purpose, firstly causal diagrams loop was modeled; then stock-flow diagram was designed and scenarios were designed and tested. This research has been done by coded and semi-structured questionnaire that has been designed through Focus Group interviews with the experts and top managers of Yazd Alloy Steel Company; and using of these organizational documents. Model fitness and sensitivity Analysis based on scenarios showed that implementation of appropriate knowledge management system and paying attention to R & D and training activities in the organization and also increasing the documentation and knowledge sharing, the profitability and customer satisfaction of the organization will be improved and stabilized.

Today producing and service organizations live in environmental conditions of change and transformation and economic business cultural social and political conditions affects operation of organizations. It is clear that unexpected conditions such as war, earthquake, and flood affect behavior of organizations. Therefore, managers should know environmental threats that threaten life of organizations from every aspect. In addition, organizations only with strategic planning and strategic preparation can overcome these crises. Previous researchs show that different factors affect strategic readiness. But this fact that organizational agility and psychological health of staff affect it so much, is not considered. This research according to the subject investigates the statistics of effective strategies for crisis management and analyzes the role of organizational agility and psychological health of staffs. In these way three components under the subject of research variants strategic readiness and organizational agility and psychological health of staff viewed in three hypotheses. In this research relation of independent variables-strategic readiness and organizational agility of organization-analyzed with the regulating variant of psychological health. This research tested the hypothesis if increase in organization agility and psychological health of staff causes increase in strategic crisis condition or not. The conclusion confirmed the hypothesis.

Financial Strategies are Part of Corporate Strategy that are in Financial Management span and include decisions about Investment, Financing, Working Capital and Dividend. For evaluating and selection of these strategies, different inside and outside factors should be mentioned. This article investigates the role of Strategic Reference Points Theory in making clear financial theories and strategies and analyzes the ways of using this theory for making strategic decisions in the field of financial affaires in companies. The next point is that, coordination between these Strategies and Financial Strategy of a company (vertical alignment) and coordination between these strategies themselves (horizontal coordination) improve the performance. The findings approve the point.