POLICE ORGANIZATIONAL DEVELOPMENT
Year:2021 | Volume:18 | Issue:76|Papers Count:6

The aim of this study was to investigate the correlation between strategic thinking with resolving organizational conflicts and organizational success in the Kerman police headquarters. The research method is descriptive-correlation and the statistical population of this research includes all employees of the Kerman police headquarters. Statistical sample according to Cochran's formula 242 people were selected by stratified random sampling. For data collection, Strategic Thinking Questionnaire with a validity of 0. 87 and reliability of 0. 88, Organizational Conflict Resolution Questionnaire with a validity of 0. 83 and reliability of 0. 86 and Organizational Success Questionnaire with a validity of 0. 87 and reliability of 0. 92 were used. . Data were analyzed using SPSS software version 25 and descriptive and inferential statistics such as mean, standard deviation, Pearson correlation coefficient and multivariate regression were used. The results showed that there is a direct and significant relationship between strategic attitude, strategic determination, advancement based on scientific approach, intelligent opportunism and thinking in time with the elimination of organizational conflicts and organizational success and the most important predictor of organizational conflict resolution and organizational success., Thinking in time.

The purpose of this study is to investigate the effect of cybernetic management functions on organizational flexibility. Method: The method of the present research is descriptive-survey in terms of nature and applied in terms of purpose. The research population includes financial managers of government organizations in Tehran province. To measure the components of cybernetic management, Aspour (2009) standard questionnaire of cybernetic management and organizational flexibility, Penny Gardner (1999) standard organizational flexibility questionnaire were used. The software used in this research is spss23. Results: The results showed that participatory decision-making on organizational flexibility by approximately 1. 3 percent, commitment to organizational flexibility by approximately 1. 6 percent, fair payment on organizational flexibility by approximately 3. 9 percent, structure Flat has an effect on the flexibility of the organization by 5. 6%. And all research hypotheses were confirmed. Conclusion: The results of the present study indicate the importance of important and scalable functions of cybernetic management in explaining the flexibility of the organization. Participatory decision-making in the management of organizations and the correct flow of information to make the right decisions and increase organizational commitment and flat structure and continuous training can play a decisive role in the flexibility of the organization.

The present study evaluates the role of leadership style of commanders and managers in the formation of organizational silence of employees. This research is applied in terms of purpose and descriptive and correlational in terms of method. The statistical population of the study consists of all employees of the police headquarters of Mazandaran province, from which 223 people have been selected randomly using the Cochran's formula. Two standard questionnaires of organizational silence, Vacula and Borados (2005) and a standard Likert leadership style questionnaire, were tested on the sample. Cronbach's alpha coefficient was calculated to be 92% for the organizational silence questionnaire and 78% for the leadership style questionnaire. Data were calculated using descriptive and inferential statistics including Smirnov test, Pearson correlation and multiple regression and Friedman. After analyzing the data, it was found that leadership style has a positive and significant effect on organizational silence. Also, the dimensions of leadership style (authoritarian style, benevolent style, consultative style and participatory style) have a positive and significant effect on organizational silence. According to Friedman test, the highest mean was assigned to the benevolent dimension, followed by the participatory dimension, the commanding dimension, and finally the consultative dimension.

This study was conducted with the aim of designing a model of organizational architecture in the higher education system. The present study is based on mixed research and quantitatively and qualitatively in the deductive-inductive paradigm, which is applied in terms of purpose and in terms of nature and method. The statistical population of the study, both in the qualitative and in the quantitative part, includes experts consisting of senior managers of the country's education system who use purposive sampling method and based on the principle of theoretical adequacy, 30 of them are selected as sample members Took. The data collection tool is a semi-structured interview in the qualitative part of the interview, the validity and reliability of which were confirmed by content validity and internal and external coder reliability, respectively. On the other hand, in a small part of the questionnaire was used to collect data, the validity and reliability of which was assessed using content validity and retest. In the qualitative part of data research using Atlas software. The coding approach was analyzed and the indicators and components of organizational architecture in the higher education system were obtained. Finally, in the quantitative part, the final research model should be developed using a structural-interpretive approach. Findings show that the proposed model includes the identification of 22 organizational architecture indicators in the higher education system, which has been developed in five levels and in the form of the final model.

The purpose of this study is the role of organizational agility in relation to knowledge management and organizational development in the employees of Ahwaz Power Distribution Company. The statistical population of the study is all employees of Ahwaz Electricity Distribution Company. Using simple random sampling, 340 people were selected. The method of the present study is applied in terms of purpose and descriptive and correlational in terms of data collection method. Information through standardized questionnaires; Sharifi and Zhang (2002) organizational agility questionnaire, Parsoner organization progress questionnaire (1998), Singh customer knowledge management questionnaire (2004) were collected. Findings showed that there is a significant relationship between customer knowledge management with organizational progress and organizational agility of Ahwaz Power Distribution Company. Also, there is a significant relationship between customer knowledge management and organizational progress due to the mediating role of organizational agility of Ahwaz Power Distribution Company. Given the effectiveness of knowledge management, it is suggested that managers and officials in this area planning and formulating long-term strategies to solve problems can improve their situation. Having such a strategic view of changes and opportunities resulting from changes and on the other hand, improving the capabilities and infrastructure of the organization can be a good mechanism to increase the progress of the organization in advancing the organization faster towards predetermined goals.

Background and Aim: All change, whether from internal or external sources, large or small, requires new ways of thinking, processes, policies, practices and behaviors. But today, the most challenging task that managers face is the ability to create a managerial and cultural style that can cope with these changes, the changes that organizations must apply today, both incremental changes and transformational changes. The present is the analysis of executive models of organizational improvement. Method: In this research, we seek to find a detailed description of a phenomenon that we know but do not understand all its dimensions. In other words, this research is descriptive in terms of strategy and purpose, qualitative in terms of approach, and library and non-laboratory in terms of location. Findings: : An organization culture implies that all members of the organization understand the organization in the same way, and it is also a good way to operate, manage and change it. Results: A key factor in the successful implementation of key improvement strategies as well as adaptation to the growing environmental turmoil that modern organizations face is organizational culture reform.