ORGANIZATIONAL CULTURE MANAGEMENT
Year:2014 | Volume:11 | Issue:4|Papers Count:8

The aim of this study is to present a theoretical framework in order to understand the relationship between emotional intelligence constructs and organizational culture. In this research, in addition to the study of emotional intelligence and organizational culture, entrepreneurial culture theoretical basis and its relationship with the emotional intelligence are analyzed.Therefore, the confirmed questionnaire are distributed among 84 number of Qom College University of University of Tehran (N=5) and the data are being analyzed using descriptive and inferential statistical tests. The results show a significant correlation between emotional intelligence and organizational culture (0.77). Self awareness (0.82) and self motivation (0.57) had the most correlation with entrepreneurial culture which complies with the theoretical basis.

Strategic control can provide performance support from decision and strategy. Now, appropriate and role of operations research (OR) for strategic support is proved and model is useful tool for fulfill this role. New field of performance and strategy linkage have suitable capacity for this type of modeling.This paper is tried with using case study Research method in the fields of performance measurement (productivity / financial approach) and relation between performance and strategy and also using DEA and entropy and particular heir combination method (Developed by j. Michael Velayas, 1992) and modification of that method, explain theoretical basics of designing S.D.S.M process-functional model that results of its implementation provide ability for top managers of business organizations to support from strategies and strategic decisions.

Team reflexivity as a conscious reflection on team functioning, is a key factor of team effectiveness. Because reflexivity (including some of the behaviors that) is caused of learning from past mistakes and errors (team learning) improve the performance of the team. The present study attempts to demonstrate the key role of the team reflexivity on team performance (especially in a project team with complex tasks in an environment with high uncertainty). In this regard, impact of team reflexivity on team performance (considering the intervention role of team learning) in 44 five-member project team (including 220) were studied in Tehran. The findings supported a significant positive impact of team reflexivity on team performance through team learning. Furthermore, the findings also showed feedback seeking has a moderating impact on the effect of team reflexivity on team performance.

Providing wider variety of products often leads to higher complexity in the manufacturing and business system. Finding appropriate methods and techniques to manage these difficulties is going to be an attractive topic for researchers in operations management. By adopting a qualitative approach we have investigated the product variety management in the apparel supply chain. The main contributions of this research are as follow: (1) identification and assortment of dimensions of product variety in the apparel products, (2) developing variety reduction model along the apparel supply chain, and (3) introducing a descriptive framework to fill the variety gaps, in different levels of decision making.

Culture is one of the basic concepts of organizational behavior in macro level which has been borrowed from anthropology and organizational sociology. This concept is the result of interpretative paradigm in organization and management studies and is one of the Morgan’s organization metaphors. The purpose of this research is to identify the challenges of organizational culture in governmental sections of the Tehran city. The research strategy is survey and the research tool is a questionnaire developed by investigators based on “Robbins” model. The face validity and reliability of the model is confirmed (alpha=0.92). The level of analyze is organizational values. The statistical population is the employees of governmental organizations of the Tehran city. The sample size is 1008 which is selected by stratified sampling. Descriptive statistics and inferential statistics (dependent t-test) are used for data analysis. The results of research show challenges in all organizational culture components. This article ends with the explanation of research results and solutions for change regarding the new models of organizational change.

Today, governments are looking for efficient and innovative mechanisms in different departments of administrative system. It seems that old approaches are not effective anymore and public bureaucracies have faced with necessities of change, transformation, creativity, initiation, and, innovation. In this regard, introducing entrepreneurship theories within public sector is a relative new approach. It seems that many factors affect the effective use of entrepreneurial approach in public sector organizations and culture can play a vital role in this effective application. This paper tries to provide guidelines for improving current state of Iranian public sector organizations through descriptive survey of organizational entrepreneurship and entrepreneurial culture within these organizations. Statistical population consists of top executives of 27 Iranian public organizations and data were gathered through questionnaire and also through interviewing with these executives and were analyzed by inferential statistical techniques. Findings show that studied organizations are not in favorable situation regarding entrepreneurship and entrepreneurial culture. This organizational entrepreneurship should be promoted in the base of entrepreneurial culture characteristics. The results of structural equations modeling comfirm the effects of dimensions of entrepreneurial culture on organizational entrepreneurship.

Organizational cynicism is one of the issues that attract the interest of behavioral scholars and scientists because of its impact on the Organizational performance. The goal of this research is measuring the level of organizational cynicism in employees of Qom universities. In terms of goal, this is an applied research while it is a descriptive survey-type in terms of data collection method. To measure the affecting factors on organizational cynicism in employees of Qom universities a questionnaire is used. To analyze data and examine the constituents and indices, T-test is applied. Research findings indicate that the organizational factors in terms of importance are in average status, the effect of individual and Environmental factors on organizational cynicism is lower than job factors. Likewise, the findings indicate that the extent of organizational cynicism in employees of Qom universities is not higher.

The behaviors of employees in organizations must be in product direct. But sometimes this behaviors not only isn't in product way, but also disrupt product process. In spite, some factors like suitable organizational climate and existence of organizational justice can buffer these disruptive behaviors. The aim of current study was to investigate the effect of organizational climate and organizational justice on counterproductive behaviors in one of the companies of Isfahan City. Method: The sample consisted of 132 personnel of this company that were selected randomly. The instruments used in this research consisted of Organizational Climate Questionnaire, Organizational Justice Questionnaire and Counterproductive Behaviors Checklist. Finding: The result showed that there were negative relationships between counterproductive behaviors with organization and innovative climate, cooperative climate, distributional justice, and procedural justice. Also there were negative relationships between counterproductive behaviors with individual and cooperative climate and, procedural Justice. Also innovative climate, cooperative climate and distributional justice have direct and procedural justice has indirect effect on counterproductive behaviors. Conclusion: Based on finding, organizations can buffer disruptive and counterproductive behaviors by encouraging innovation and cooperation and developing fair procedures and distributions.