ORGANIZATIONAL BEHAVIOR STUDIES QUARTERLY
Year:2022 | Volume:11 | Issue:1 (41)|Papers Count:7

The purpose of this study is to identify the components affecting the field of organizational behavior, analyze the impact of the corona crisis on the possible situations of its components and develop advanced scenarios. The present research is of an applied type, with a mixed method and the nature of future research. Information was collected in three ways: library method, interview and questionnaire. Considering the use of Micmac software and Scenario Wizard for data analysis, the type of questionnaire is in the form of a matrix of interactions and through passing comments from the panel of experts. Micmac results identify 14 key components out of 29 primary components. 34 different possible states for key components in the matrix form were entered into the scenario. Output scenarios are 2 strong consistency scenarios and 54 weak consistency scenarios. The results show that according to the effects of Corona, possible future situations in the field of organizational behavior have been oriented to increase negative feelings and emotions, increase negative attitudes, decrease job satisfaction, decrease motivation, decrease job security, increase stress, form virtual teams, increase formal groups, command leadership, virtual communications, reducing destructive conflicts, face-to-negotiation style, reducing formality and concentration, passive-defensive and offensive-defensive culture, and authoritarian decision-making.

Calling is a call to a transcendent summons for special mission in the life and shows the meaning of work. Calling has Religious Roots However, as it extends to the world of work, organizational researchers find it highly relevant to important professional behaviors and concerns. The purpose of this study is to investigate the relationship between religiosity and psychological capital on calling with work meaning mediation. This study was conducted with an applied purpose and descriptive-correlation method. The statistical population of the study is the staff of the Department of Sports and Youth of Tehran Province, which can be done by random sampling,120 of them were selected. To measure job mission variables, Debreu and Tosti-Kharas (2011) questionnaire, psychological capital, Lutans questionnaire (2007), work meaning, Litman-Ovadia and Stiger questionnaire (2010) and Gorsuch and McPherson (1989) religiosity questionnaire were used. SMART_PLS software was reviewed to help model mining. Findings showed that religious and psychological capital have a significant relationship with the calling of employees and also these two variables have a significant relationship with the calling through the work meaning.

Political behavior is not part of the official duties of employees in the organization, but because of the ambiguous environment and its impact on the acquisition of benefits, especially in the Iranian administrative space is of particular importance. Since there is not much knowledge about this concept, the qualitative method of phenomenology makes it possible to recognize this phenomenon in the indigenous space. The aim of this study was to identify the components and present the pattern of political behavior of public managers with a phenomenological approach focusing on in-depth interviews. The statistical population of this study includes general managers of government in Khorasan Razavi province. Data were collected through semi-structured interviews. By analyzing the data using the Colaizzi method, the obtained data were divided into twelve general and axial concepts. These concepts include: controlling access to information, blaming and attacking others, reinforcing a positive effect, pleasing others, building a communication network, presenting oneself through other powerful people, grouping, support and empathy, resisting change, playing with time, reverse collision and show calm. A careful examination of the behaviors shows that among the Iranian public managers regarding the issue of power, the factor of maintaining power is important, which will also be accompanied by a reactive political behavior.

The main purpose of the research is to design a Pattern of organizational culture in accordance with the requirements and ecosystems of the Ministry of Interior. The research method is based on the practical purpose and in terms of collecting qualitative information and has been done using the Grounded theory method. In this study, using Purposeful judgment sampling method and through semi-structured interviews with 23 experts from the statistical community (experts of the Ministry of Interior). To calculate the validity and reliability of qualitative data, retest reliability and reliability of two coders were used. The research findings show 5 dimensions, 17 categories and 70 subcategories as elements of organizational culture model in the study population. The first dimension (human-oriented culture) with 3 categories and 15 subcategories, the second dimension (interactive culture and environment-oriented) with 5 categories and 19 subcategories, the third dimension (direction culture-oriented) with 3 categories and 11 subcategories, the fourth dimension (culture Excellence and eminent oriented ) with 2 categories and 13 subcategories) and finally the fifth dimension (culture of oriented law) with 4 categories and 12 subcategories have been identified. Based on dimensions, main categories and subcategories,the organizational culture of the study community can be measured, measured and managed.

Difficult employees are employees that are hard to work with and the experience of working with them sometimes becomes one of the most annoying work experiences in the organization. The purpose of this study is to identify the characteristics of difficult employees and the factors affecting it in organizations. The approach of this research is qualitative. Research participants were selected by purposive judgmental sampling and snowball method and based on this main criterion that they have lived experience of working with difficult employees. The data collection method in this study was a semistructured interview. The method of analyzing the interview data in this study was thematic analysis. Research shows that difficult behaviors can be classified into three categories: cognitive, attitudinal and behavioral, and special environmental and structural factors can promote them as reinforcers of these behaviors in the organization. Understanding the behavioral evidences of difficult employees helps to turn the annoying experience of working with such people into an effective experience by adopting an interactive strategy and appropriate communication. Awareness of reinforcers or factors affecting employee difficulty also allows leaders and managers of the organization to manage difficult employees by managing these areas.

Models for public sector organizations performance management have ignored the role of leadership. In other words, there is no consistency between leadership in performance management models and its concept in the theoretical foundations of organizational behavior management. Thus, this research aims to design a model for Iranian public sector organizations performance management with an emphasis on leadership as a driver. The methodology of this research is design science. First, 240 literature sources on performance management (at the organizational level) and leadership were reviewed, classified and thematically analyzed. The same process was followed for semi-structured interviews with experts. Experts were selected by snowball sampling technique according to scientific, experimental and perceptual conditions. Then, using thematic analysis, a new performance management model based on leadership as a driver was designed. The proposed model categorized the components into three levels: ten elements for the first level (performance management main components) and at the second and third levels, leadership consists of 3 dimensions and 14 sub-components, respectively: leadership traits (5 sub-components), leadership behaviors (5 sub-components), context in the form of leadership neutralizers and substitutes (4 sub-components). It is necessary to pay attention to these components in the Iranian public sector organizations PM model.

The present study aims to propose the concept of organizational resilience against corruption. In this research, the qualitative method of concept analysis was used to form concept of organizational resilience against corruption through abductive and synthetic methods by using existing concepts and insights. For this purpose, articles published after 2000 in the database of Google scholar, Science direct, Web of science, SID. ir and Ensani. ir, which included keywords of corruption and organizational resilience, were selected. Then results were filtered by the keywords of anti, fight, combat, curb, reduce, prevent, control, resistance and corruption. Finally, after reading the abstract of articles, 39 of them deemed relevant to our study and were reviewed. Studies showed that organizational resilience against corruption is related but different from the concepts of reducing corruption, anti-corruption, combating corruption, preventing corruption, controlling corruption and resisting corruption. The components of organizational resilience against corruption are anticipation, monitoring, response, organizational reputation reconstruction and legitimacy management, cohesion and learning. Reducing corruption, anti-corruption, fighting/combating/curbing corruption, corruption prevention, corruption control and corruption resistance were identified as coordinate concepts of the organizational resilience against corruption. Anticipate, response, monitoring, legitimacy management, reintegration and learning were recognized as subordinate concepts of organizational resilience against corruption. Organizational resilience against corruption is a meta-capability of organizations and includes what the organizations should have and what should do before, during and after the corruption. A resilient organization is also aware of corrupted events, corrupting processes, and organizational culture supporting corruption.