JOURNAL OF PUBLIC ORGANZATIONS MANAGEMENT
Year:2020 | Volume:8 | Issue:1 (29)|Papers Count:10

Nowadays, competition in various business environments requires confrontation with plenty of opportunities and challenges. It is therefore necessary for the managers to apply some strategic control model for the purpose of predicting, effective strategic guidance of the organization as well as timely control and response to the movements of the rivals and environmental developments. Such a strategic control model should be able to turn the strategic control to a continuous, internal and ongoing stream in addition to guaranteeing the survival of the organization and realization of the organizational goals. The present research is an attempt to explain the pattern of strategic control with a self-control approach using qualitative research method and grounded theory. Data sampling has been made using purposeful and snowball sampling methods. Semi-structured interviews have been used as the tool for gathering data and data analysis has been carried out using grounded theory paradigmatic model. The results confirm that the main category is "implementation of strategic control in the organization with an internal look at strategic control (self-control)" which has been developed by the causal factors and a set of contextual and intervening elements that lead to two main organizational and individual outcomes through strategies.

The recreating government with the entrepreneurial approach is not a simple reconsideration or partial interpretation of management, but a comprehensive change in the role of community management and the relationship between government and citizens that replaces directing leadership with enterprise. This qualitative meta-analysis study investigates the studies on the field of entrepreneurial government and provides a regular formulation of them. To accomplish this, 68 articles and reports on the entrepreneurial government have been searched through scientific databases of the country and abroad over the past 10 years (2008-2018) and were reviewd in two sections of "Descriptive meta-analysis findings" and "Qualitative evaluation of articles". A meta-analysis of the Entrepreneurial Government papers shows that studies in this field are less focused on operational aspects and more dealt with theoretical discussions and general concepts. In most of these studies, the indices concerning the entrepreneurial government theory have not been explained in accordance with the indigenous conditions of Iran. In this study, however, the conceptual model of the entrepreneurial government has been outlined in terms of the Iranian indigenous conditions including the macro policies, good governance, social justice, mission orientation, social-cultural values, decentralization, customer orientation, market orientation, and advocacy.

This study aimed to investigate the impact of organizational citizenship behavior and organizational performance of faculty members and staff of Payame Noor University of East Azarbaijan province. The statistical population of the study consisted of 806 teachers and staff of Payame Noor University of East Azarbaijan. Among them, 225 are faculty members and 581 are staff. The data collection instrument in this study were standard questionnaires of organizational citizenship behavior (OCB) and Organizational Performance of Hershey and Goldsmiths. Descriptive and inferential statistical methods were used to analyze the collected data. At the inferential level, to test the research hypotheses, Pearson's r test and linear regression test were used via SPSS software after determining the distribution of the data related to the research variables through Kolmogorov-Smirnov test. The results confirmed the main and sub-hypotheses of the research at 95% confidence level based on statistical tests. In other words, it was found that there is a positive significant relationship between all components of organizational citizenship behavior and organizational performance of teachers and staff of Payame Noor University of East Azarbaijan.

Malicious behaviors, which are rapidly increasing in the modern era, will have irreparable negative consequences for organizations, so it has attracted researchers' attention in recent decades. In this regard, the present study was conducted to identify the factors that cause destructive behaviors of staff at Payam Noor University of Karaj. This study is a descriptive survey in terms of purpose and method of data collection. In addition, the present study has been done using a qualitativequantitative research methodology. In the first stage, to identify the factors causing malicious behaviors, 10 professors, faculty members and experts were interviewd face-to-face. A qualitative content analysis was used to design a questionnaire for quantitative part. The statistical population of the study consisted of 245 employees of Payam-e-Noor University of Alborz. The sample size was 150 individuals selected using Cochran formula. The instrument for collecting data was standard questionnairs. The reliability of these questionnaires which was calculated through Cronbach's alpha coefficient formula was 0. 91. Structural equation modeling software was used to analyze the collected data. The results indicate that emotional intelligence and leader-member interaction have the opposite effect on malicious behaviors, and in contrast, injustice, stress, and personality features, including introversion, incompatibility, lack of conscientiousness, neuroticism, and inattention to experience have direct impact on destructive behaviors.

The main purpose of the research is the pathology of the intellectual capital of Ministry of Oil. The present study is applied in terms of purpose and survey in terms of descriptive method. The statistical population consisted of 900 oil ministry research managers and the sample was 269. The tool was a questionnaire whose validity was calculated as 94%. The results showed that in human capital indicators, experience and expertise are placed in the first rank, competence and skills in the second, staff motivation and satisfaction, teamwork spirit, creativity and innovation, problem-solving ability, and decision-making place in the third to sixth rank respectively in the order of importance. In the components of structural capital, the processes and procedures are listed in first, organizational structure in second, organizational culture in third, information systems in fourth, organizational knowledge management in fifth, human resource management practices in sixth, intellectual property in seventh, R&D in eighth, and innovation in products and process in ninth places of importance. The constituent components of social capital are ranked as: common values at first, shared language at second, trust, commitment, reciprocity, reciprocal interactions, network interactions, and the multiplicity of interactions were at third to seventh places of importance. All three aspects of human capital, structural capital and social capital have a good status in the Ministry of Oil and structural capital is better than the other two dimensions.

The imbalance between responsibility and authority means disregarding one of the most important principles of delegation that, given the implications of this issue for the individual and the present research organization, seeks to identify its various dimensions and explain the balancing strategies by analyzing this phenomenon. The strategy used in this study is grounded theory based on emerging approach. The study population consisted of managers of public organizations in Mashhad, among whom 19 were selected through targeted sampling method to reach the theoretical saturation. The research tool was a semi-structured interview. MAXQDA qualitative analysis software was utilized to analyze the data, and open, axial and selective coding processes were usesd in this regard. The accomplished analysis using continuous comparisons in the actual and theoretical coding process showed 193 codes, 72 concepts, 16 classes, and 6 categories, which led to the final model of research on the axial category, named the imbalance between responsibility and authority. Then, the final model of imbalance management which is lucrative to decline negative imbalance consequences and empower its positive results was designed with the help of individual and organizational strategies.

One of the key issues for governmental organizations is the proper implementation of change strategy and organizational improvement programs, and middle managers, especially their relationship quality, play a key role in implementing the strategy. The present study aims to investigate the impact of organizational justice, senior managers’ support for change, and participation in decision making on strategic commitment of middle managers. Data were analyzed using SPSS, AMOS 21 software and regression analysis. The findings show that there is a positive relationship between organizational justice and high quality relationships and the presence of perceived organizational justice leads to high relationships quality and commitment to organizational goals. Also, according to the results of this study, no specific relationship between senior manager management and commitment to change was demonstrated without considering the ongoing role of high quality relationships.

Organizations seek to accomplish their goals by hiring their staff. Organizational conditions in terms of physical space, workplace and laws, as well as the ethical and behavioral characteristics of employees provide the context for some employees to elude from work and absent in performance while they are present physically at work. Investigating the behavioral pattern of invisible employees is the aim of this research which has been done based on the foundation data method. The study, which was conducted in cultural organizations and educational centers in Qom, was based on limited theoretical literature and mainly based on interviews with 12 people (snowball method) from professors and experts in the humanities. The propositions of the study were obtained in the form of open coding, selective coding, and axial coding. Internal validity coefficient was used to ensure the validity of research and three stage-qualitative reliability was used to calculate research reliability. The results of this study show that proper staff selection, reforming structures and laws, reinforcing religious and spiritual beliefs, making employees aware of the consequences of their actions, and reforming socio-political relationships can greatly reduce the phenomenon of invisible employees.

The main purpose of this research is to conceptualize and implement "altruistic leadership" in the management of government organizations. The method of this research is mixed. The statistical population of this research in the qualitative section was the professors working in the seminaries of East Azerbaijan province, and in quantitative section was the students studying in the seminaries of East Azerbaijan province. For data analysis, hidden content analysis was used in the qualitative part and confirmatory factor analysis was used in the quantitative section. After analyzing the data for this structure, five categories of social norms, taboos, inappropriate social behaviors, human rights and improper individual behaviors along with 24 items were identified based on the relevant verses and hadiths. Re-conceptualizing the structure of altruistic leadership based on the teachings of Islam is an aspect of innovation in this research.

Nowadays, with the formation of complex competitive environments, only organizations can continue to work to enhance their prominent organizational capabilities such as innovation. In this age, one of the ways to enhance innovation is to use quantum management skills. In this study, the relationship between quantum skills and the innovative performance of the staff of the University of Medical Sciences has been addressed. This research is descriptive-applied. To analyze the factors, correlation analysis and regression analysis were used to analyze the relationship between them. The samples were selected using a Morgan table and a stratified random sampling of 92 people. The SEM structural equation modeling and smart pls software were used. The results showed that between quantum skills and innovative performance with path coefficient of 0. 212 with a significant level of 6, 931 and between quantum skills and knowledge sharing with path coefficient of 0. 613 with a significant amount of 20. 782 and between knowledge sharing and innovative performance with the coefficient of path is 0. 778 with a significant amount of 30. 097. Finally, it can be concluded that one of the most important tasks of managers and leaders of Shahid Beheshti University is to identify and strengthen quantum skills among employees and motivate and tend to transfer Knowledge is among the different levels of the staff of the university, in order to enable the innovative performance of the staff of the university The better.