PRODUCTIVITY MANAGEMENT (BEYOND MANAGEMENT)
Year:2014 | Volume:7 | Issue:27|Papers Count:9

The gap in industrial indices among the provinces of the country and their unbalanced trend of economic growth and development requires, more than ever, considering the abilities and potentials of each region.Accordingly, research and development and intermediate-capital imports lead to the harmonious and dynamic growth of all regions and increase their industries’ competitive ability through technology improvement. Thus, this study investigated the effect of internal R& D expenditures and capitalinter mediate imports on the productivity of Iranian industries over the period 1995-2008. For this purpose, total factor productivity function and production function were estimated by applying panel data approach. The results indicated that internal R & D expenditures and capital-intermediate imports had a significant positive effect on the productivity and value added of Iranian industries during the mentioned period. Therefore, the research recommends that the government support R& D efforts of industries in order to improve their technology and production methods and provide their access to modern technologies of the world through import.

The present research aims to specify and rank the factors effective on the efficiency of the staff in Izeh Islamic Azad University. The statistical population includes all the staff of Izeh Azad University, from among whom 160 people were chosen randomly. This research is a descriptive survey and data gathering was done through both library and field methods. A researcher-made questionnaire was used for data collecting process. In order to analyze the data, we used T-student test and variance analysis (ANOVA).For ranking the factors effective on the efficiency of the staff, we used MADM techniques. The findings show that structural and management factors, professional factors, physical and mental factors in the work place, individual factors, and factors which provide intimacy and co-operations are the factors effective on the efficiency of human resource in this university.Furthermore, by using MADM techniques such as AHP and TOPSIS, we have drawn the conclusion that the factors providing intimacy and cooperation are the most effective factors on the efficiency of the staff in Izeh Islamic Azad University. Other effective factors are ranked as follows: structural and management factors, professional factors, individual factors and environmental and physical factors.

The purpose of this paper is to investigate the relationship between market orientation and social responsibility and their effects on firm performance. This paper uses casual -correlation analysis and is considered an applied research. The data were collected via a questionnaire survey distributed among 108 top and middle managers of commercial companies in Ilam Province. The data were analyzed by employing structural equation modeling and LISREL software. The findings of the study showed that the effect of market orientation on social responsibility is positive and significant. In addition, market orientation and social responsibility have a positive and significant relationship with firm performance. Furthermore, the results of model tests showed that the model has goodness-of-fit.

Today, managers are confronted with people who have complicated duties, and management approaches toward the importance of human resources in activity environments have changed. Managers are able to select different management styles for directing human resources.Approaches to organizational management are very important because these approaches influence organizational behavior, especially approaches that are related to performance and job commitment. In this regard, one of the important functions of managers in organizations is to determine the potential of workers and to deploy their growth fields in order to promote productivity. In fact, the success of the organization in achieving its goals, which depends on the effective leadership styles of the manager, has been the subject of the present research. Hence, with regard to the importance of the fact that one of the factors affecting the increase in productivity is the leadership style of the organization managers, the present research aims to determine the management styles for promoting staff performance with a focus on satisfaction, cooperation and motivation of the staff. The statistical population consists of the managers, specialists, and ordinary employees of the official organizations of Tabriz. With regard to some limitations, only five organizations were selected for data collection, and their management styles were studied. Finally, according to the obtained results, management styles were determined and prioritized separately for each organization based on their activity type in order to promote the performance of managers, specialists, and ordinary employees with a focus on satisfaction, cooperation, and motivation.

The purpose of this study is to determine the relationship between emotional intelligence and managerial performance in Bahman Industrial Group. The research method is correlation, and the statistical population includes all the managers of Bahman Industrial Group, totaling 60 managers.The research sample consists of 52 individuals, selected based on Morgan Table and stratified random sampling method. The data for emotional intelligence were collected by Danial Golman’s standard questionnaire, and to evaluate managers’ performance, the average of the scores of the periodic evaluation system of Bahman Industrial Group managers’ performance in two consecutive periods was used. The supervising professors and advisors’ views were utilized to confirm the validity of the questionnaire. Also, the reliability of the questionnaire was calculated 95 percent through the use of Cronbach’s Alpha. The results indicated that there is a significant relationship between emotional intelligence and its components-selfawareness, self-management, social awareness, and social skills-with managers’ performance. Also, the components social skills, selfmanagement, and social awareness directly explain managers’ performance.

This study examines the effectiveness of stress management training on the mental health, job satisfaction, and quality of sleep of Tabriz Petrochemical Company staff. For this purpose, out of the statistical population (300 male workers of Tabriz Petrochemical Company), who completed the General Health Questionnaire (GHQ-28), Job Satisfaction Inventory (JDI) and Sleep Quality Inventory (PSQI), 90 subjects were selected according to the Quasi-experimental research design (30 individuals from each working group, i.e., clerical daily staff, operational daily staff, and shift work staff, whose scores in two or all questionnaires were out of the cut-off range). The subjects were randomly divided into the experimental and control groups. Intervention (stress management training) was conducted for the experimental group (10 sessions of 90-minute classes, a total of 30 sessions for three groups). The data were analyzed through descriptive and inferential statistics, and the results were obtained through one-way variance and covariance analysis. The results indicated that stress management training increased the mental health, job satisfaction, and sleep quality of Tabriz Petrochemical Company staff significantly (P<0.01) at the confidence level of 99%.

This study examined the relationship of social capital and organizational learning capability with the innovation of employees at Isfahan Youth Intellectual Training Center. The method of the study was causal correlation and structural equation modeling. The study population included 195 staff members of Isfahan Youth Intellectual Training Center. In order to achieve the research objectives, by using the Krejcie and Morgan table, 130 employees were selected by random cluster sampling. The measurement tool used for the study comprised inventories for social capital by Nahapit & Ghoshal (1998), organizational learning capability by Chiva et al (2007) and innovation by Dorabjee (1998). The results showed a positive relation among social capital and components of social capital with innovation and also among organization learning capability and components of organization learning capability with innovation. The results of structural equation modeling showed that the social capital had a direct impact on organizational learning capability and an indirect impact on innovation, and that organizational learning was the mediator related to social capital and innovation.

Some of the well-known or developing countries have distinguished status in the field of higher education in international competition. Most of the service-education institutes were pioneers in the past, but they are no longer very famous. Many of the experts in the science of management and planning, such as Fred R. David and Hangar believe that the solution to organizational challenges should be found in concepts such as goals, policy, mission and strategic policies of an institute. Planning is a process that has specified inter-connected stages for producing a coherent output in the format of a system of decisions. According to this definition, temporary and non-continuous decisions and policy-makings to lead the organization through the present and future time are not considered planning. Most plannings, based on the rational approach, have the following format: ideals and goals-projects and procedures-required resources. In models such as Brisson’s Model, Hill’s, BCG Model, and GE Model…, first of all, the ideals and goals of the organization are explained; then, the necessary projects and procedures are specified; and finally, the required resources are provided.Changes in the environmental conditions, policies, approaches, perspectives, structures, systems, etc. are the factors that can affect the ideals and goals of planning and ultimately changes the program. These conditions led to the thought that in planning, it should be possible to change the course of movement according to the changes, and to adopt a new route of action.With regard to the this approach, it will be possible to make organized decisions in order to attain strategic goals and to perform actions that will shape the nature of the organization, the type of the activities, and the reason for performing those activities by the organization.

Management and leadership are important issues in the governance and managing of any organization. The direction of management and leadership plays a determining role in governance. In this regard, decision makings, behaviors and conducts accompanied by forgiveness, wisdom, and trust and high-mindedness are affected by perception of management and governance.The perception of the governors and authorities of the management position leads the relations. If the perception is based on trusteeship, the mangers will act honestly, but if the aim is to domineer, the conducts will be domineering.The literature of governance and leadership originates from obedience and respecting humanly literature and also authoritativeness and capability of management that leads to empowerment of the governance and preserving governance hierarchy. Misguided direction in management leads to chaos and ill organization. This article investigates the viewpoints of Saadi Shirazi on leadership in Golestan.