PRODUCTIVITY MANAGEMENT (BEYOND MANAGEMENT)
Year:2013 | Volume:7 | Issue:26|Papers Count:8

The new era of high-speed global economy has caused companies to change operational strategies. In this era, competitive prices and high quality are essential, but not the determinant factors of commercial success; rather, the speed and flexibility to respond quickly to market and customer is regarded as a fundamental principle. Thus, the importance of speed and agility has increased and replaced previous competitive priorities; therefore, this paper evaluates agile manufacturing in small and medium industries of East Azarbaijan Province based on agility capabilities. The population of the study consists of all small and medium-sized firms of East Azarbaijan province. The sample was set 610 companies using the equation of determining the sample size of limited socities. In order to collect data in this study, a researcher made questionnaire was used, which was distributed among the subjects after testing its validity and reliability. In order to analyze the data in the study, fuzzy TOPSIS method was used. The results showed that most groups of small and medium industries based on the agile manufacturing capabilities have a considerable distance from agile manufacturing.

The purpose of this study is to evaluate the situation of knowledge sharing among faculty members and identify the effective factors of theory of planned behavior in the conduct and knowledge sharing intention. This research is a descriptive survey. The research population includes all full-time faculty members of Mashhad Branch of Islamic Azad University, totalling 435 at the time of the research conduction. Of these people, 231 were chosen as sample by the use of Morgan table and stratified random sampling technique proportionate to the number of the members of each faculty. A questionnaire was used as the instrument for data collection in this research. Single-sample t-tests, correlation, regression and descriptive statistics were used for data analysis. T-test results revealed that knowledge sharing among faculty members, except the knowledge power, has a favorable level in all elements. Among all research variables (except for the components of the power of knowledge) positive relationship was observed. Sharing intention had the greatest role in explaining the knowledge sharing behavior and attitude toward knowledge sharing had the greatest role in explaining knowledge sharing intention.

Nowadays, discussions on the strategic thinking and managers' leadership styles, especially at the organizational level, have gained a special position in the studies of management. For this reason, the present research aims to investigate the relationship between leadership styles and the rate of strategic thinking among the managers of Kerman governmental organizations. The research method is descriptive-correlational. Field survey and library studies have been used for data collection. The statistical population consists of 133 managers of governmental organizations in Kerman, and the required data was obtained from the researcher-made questionnaires completed by the subjects. Data analysis was carried out through the use of T test, ANOVA, and Pearson correlation coefficient. The results indicate that there is a significant negative relationship between inefficient leadership style and the managers' strategic thinking. There is no significant relationship between duty-oriented leadership and managers' strategic thinking. There is no significant relationship between moderate leadership and managers' strategic thinking. However, it was found that there is a positive relationship between club leadership and managers' strategic thinking. Also, there is a significant positive relation between team leadership style and strategic thinking. Therefore, managers mostly use team leadership style, and the managers who employ this style possess, on average, the greatest rate of strategic thinking.

This research was conducted with the aim of studying the impact of managers' leadership style on employees' creativity with regard to the mediating role of organizational culture in Modares Hospital of Saveh in 2012. The statistical Population included 299 employees. By using Cochran formula and method of random sampling, 168 people were selected as the sample. Data collection was conducted based on three questionnaires, including leadership style questionnaire (MLQ), Torrance creativity and Denison organizational culture scales. Data analysis was conducted by using structural equations modeling method and with the help of Smart Pls 2 and LISREL 8.8 softwares in two parts of measurement model and the structural section. In the first part, technical characteristics consisting of reliability, convergent validity, and divergent validity were examined and the required modification was done. In the second part, the significant coefficients of software were used to evaluate the research hypotheses. The results showed that managers' leadership style had a positive and significant impact on employees' creativity; also, the findings showed that the mediating variable of organizational culture had a significant impact on the relationship between leadership style and creativity.

The main purpose of this research was to study perceived organizational justice and adherence to psychological contracts with organizational citizenship behavior among employees. For this purpose, 280 subjects were selected through stratified random sampling, based on Mitchell and Julie sample size table. The research method was descriptive and correlational. Research instruments consisted of organizational citizenship behavior questionnaire (Lee & Allen, 2002), organizational justice (Niehoff & Moorman, 1993) and psychological contracts (Rousseau, 1995). The data were analyzed by Pearson correlation and simultaneous and stepwise regression. Results indicated that there was a significant relationship between perceived organizational justice in all three dimensions distributive, procedural, interactional and adherence to psychological contracts in two dimensions transactional and relational, with Organizational citizenship behavior toward coworkers and organization (P≤0.01). Also, the results of the regression analysis showed that adherence to transactional psychological contracts, distributive justice and interactional justice has explained 45.7 % of variance in organizational citizenship behavior. Finally, we can conclude that perceived organizational justice and adherence to psychological contracts are important predictive factors of organizational citizenship behaviors.

In this study, which was conducted using descriptive survey method, five questions and two hypotheses were proposed. Research data which was extracted from 90 employees of Iran’s District 12 Grain Company using questionnaires was analyzed by T, ANOVA, Tukey, Chi-Square, and Jonckheere Tests. Motivational factors affecting the employees’ performance in Iran’s District 12 Grain Company were selected based on Herzberg's theory, and include fame, growth and advancement, the job nature, responsibility and success. Cultural factors affecting the employees’ performance in this company were selected based on Robbins’ theory, and include attention to details, challenging spirit, attention to the employees, attention to the results, attention to the team, innovation, and stability. Moreover, the research results show that performance evaluation has affected the performance of the employees in Iran’s District 12 Grain Company, and the current evaluation system is acceptable by the employees. In addition, the order of importance for the factors affecting the employees’ performance in Iran’s District 12 Grain Company are as follows: 1)the job nature; 2)fame; 3)responsibility; 4)growth and advancement; and 5)success. The order of importance for cultural factors affecting the employees’ performance are as follows: 1)innovation; 2)stability; 3)attention to the employees; 4)attention to the results; 5)attention to the team; 6)attention to details; and 7) challenging spirit.

The main purpose of the present research is to investigate the relationship between multiple intelligent and general self-efficiency of the personnel in the producing, commercial, and industrial units of East Azarbaijan Province. For this purpose, multiple intelligence based on Howard Gardner's theory including eight dimensions and Mathias and Ralph's theory of self- efficiency were chosen as the theoretical framework, and standard questionnaires were used for both theories. In this regard, one main hypothesis and eight sub-hypotheses were stated. The statistical population includes the personnel of the producing, commercial, and industrial units of East Azarbayjan Province, from among whom 100 people were selected as research sample. Also, for the analysis of the data collected from the standard questionnaires, descriptive and inferential statistics were used. In other words, descriptive statistical method was used for classifying, summarizing, and interpreting the statistical data, and inferential statistics was employed to test the hypotheses. The obtained results indicate the relationship between multiple intelligence and general self-efficiency of the personnel in the mentioned producing, commercial, and industrial units.

The present research offers an optimum model of managers' effectiveness based on the fuzzy sets theory. In this research based on Lotanz theoretical framework, four kinds of activities including grillwork activities, communications, management of human resources, and traditional management have been defined for the managers, and the offered model is indeed the optimum proportion of these activities, which maximizes the managers' effectiveness rate. The statistical population consists of all the skilled managers working in East Azarbaijan Governor General office with at least four years of managerial experience. Because of the limited number of the managers, all the 17 managers have been chosen as research sample. For data collection, a questionnaire was used, and, ultimately, the optimum model was obtained. The results showed that if the largest amount of managers' resources is used in human resources activities (53.5%), communications (28.5%), traditional management (10.5%), and networking (7.5%), the maximum rate of effectiveness (61.9%) can be obtained for the managers.