JOURNAL OF PUBLIC ADMINISTRATION PERSPECTIVE
Year:2010 | Volume:1 | Issue:2|Papers Count:7

The weakness of achieving national goals is the concern of many developing countries. The origin of this concern is the weakness of "horizontal government", it means, there is not enough horizontal coordination among all organization that exercise national governance. One of the important influences on horizontal government is the attitudes and perceptions of governing elites. This paper focuses on elite members' perceptions of barriers to coordinate public policies. Using Q-methodology for studing public administrators, programming elites, politicians and academics attitudes about barriers to horizontal government in Iran. After reviewing the present concourse, by using two round Delphi technique the Q-sample was selected. This sample divided to four groups (structural barriers, behavioral barriers, managerial barriers and programming barriers). This sample analysized and seven distinct patterns of attitudes revealed, these patterns show the most important discourses about the ways of coordinating public policies. The authors labeled these patterns as: goal- orientation, unification- orientation, policy- orientation, stability- orientation, equilibrium- orientation, performance- orientation and architecture-orientation. The seven conceptions are examined in more details and are intrepreted based on existing theories in the final section of this paper.

This study identified the effect human resources investment on competitive advantage and has been done incorporate human capital as a mediator or intermediary variable. For this purpose a questionnaire designed to measure these variables and ensure the validity and reliability of measurement instruments by exploratory and confirmatory factor analysis, then were distributed among a sample comprised of 300 managers of pharmaceutical companies. Method of the present study, survey - solidarity and based on structural equation model. The results of study showed that investment in human resources can be affect competitive advantage of these companies. At the end to achieve competitive advantage through increased levels of investment in human resources and human capital recommendations were presented to managers.

The aim of present study is to design and explaining impact model of diversity management on organizational commitment according to the role of employee s perceptions of Organizational Justice. Statistical Community of research was all of the managers and employees in Sistan and Baluchestan Telecommunication Company that a sample of employees by the method of random sampling was selected. Method of research is structural equation modeling. Data gathering tool was questionnaires and interviews. Reliability was determined by the method of Cronbach s alpha; and Validity determined by Discover Factor Analyze and Confirmatory Factor Analyze techniques. Covariance and structural analysis techniques were performed for data analysis by using LISREL software. Results indicate that: Diversity management has positive and significant impact by the level of 0.01 on the employees organizational commitment. Diversity management through employees perceptions from organizational justice has positive and significant impact by the level of 0.01 on employees organizational commitment.Diversity management on employees perceptions from organizational justice has positive and significant impact by the level of 0.01. Employees perceptions from organizational justice on employees organizational commitment have positive and significant impact by the level of 0.01. Structural Research Model has fitness and ability to applying it.

Universities and higher education institutes, as the main knowledge creators, are of the most significant social entities in the knowledge management domain. In this paper, there has been an attempt to illustrate a practical model which comprises the most important and validated indicators of knowledge-based competency of universities according to their capabilities in managing knowledge, so as to measure such influential institutes knowledge-based impacts in the scientific society. Accordingly, based on the survey-research methodology and with the utilization of the first questionnaire for obtaining the experts views, the model has been validated. Afterwards, the indicators of the model are grouped and structured according to the credible statistical test of exploratory factor analysis for the purpose of validating the structure of the model. Then, the output has been tested in the University of Tehran, College of Management through the dispatch of the second questionnaire. Acceptable results have been obtained through credible statistical tests and analyses. Finally, the critical points that are emerged to be improved have been represented and analyzed within the structure of five factors namely: Knowledge-based Research and Result Sharing, Learning and Interaction, Idea Generation Networks, Students Welfare, and Educational Policy Making.

Nowadays, for an organization to survive in competitive environment, its rate of learning must be equal to, or greater than, the rate of environmental change. Thus, we need an organization that is more flexible, responsive and less hierarchical. These assumptions rise to the notion of learning organization. However, examining the relationship between learning organization and other organizational elements makes it possible to draw on suitable strategies in order to improve learning and eventually to become a learning organization. This study is a survey and correlational research. Considering goal, it is an applied research. Population of the study includes National Petrochemical companies. The suitable sample of Companies is selected at random. The findings of the present research illustrate that there isn't a significant relationship between information technology and learning organization dimensions. On the other hand, this research shows a significant relationship between information technology and tow dimensions (among 7 dimensions) of learning organization which consist of "Empowerment" and "Strategic leadership".

This paper deals with introducing and analyzing a new dimension of the commitment named as policy commitment (commitment to the organizational policies) and recommends three significant and influencing factors on the policy commitment which are more outstanding: The attitude of person to the self-directed teams, the role clarity and the person's role conflict in team. Then by use of such factors, a conceptual structure is developed and the effect of each factor on the policy commitment is studied; and finally, the results of this commitment on two dimensions of the organizational citizenship behavior which is conscientiousness and civic virtue are shown. The present research was conducted in the Iranian Organization for Standard and Industrial Research and regarding that with no interference in the variables only their descriptions are provided.For data analysis the structural equations model (SEM) by LISREL software are used. The results indicate: the person's attitude towards the self-directed teams and the person's role clarity in team are positively influencing on the policy commitment. Also, the policy commitment is positively influencing on the conscientiousness and the civic virtue; but there was no meaningful relationship between the person's role conflict and the commitment to the policies.

Nowadays, quality award models such as the MBNQA and EFQM Excellence Model are used as a guide to Total Quality Management (TQM) implementation by a large number of organizations. Nevertheless, there is a paucity of empirical result confirming whether these models clearly reflect the main premises of TQM. The purpose of this paper is to analyze the extent to which the EFQM Excellence Model captures the main assumptions involved in the TQM concept, that is, the distinction between technical and social TQM issues, the holistic interpretation of the TQM in the firm, and the casual linkage between TQM procedures and organizational performance. Based on responses collected from managers of 446 Iranian companies by means of a structured questionnaire, we find that: (1) social and technical dimensions are embedded in the model; (2) both dimensions are intercorrelated; (3) they jointly enhance results. These finding support the EFQM Excellence Model as an operational framework for TQM, and also reinforce the results obtained for the MBNQA, suggesting that quality award models really are TQM frameworks.