IRANIAN JOURNAL OF PUBLIC POLICY IN MANAGEMENT
Year:2019 | Volume:10 | Issue:34|Papers Count:8

The purpose of this study was to determine the extent of strategic leadership impact through strategic thinking on organizational performance in SAPCO Company. The research method was applied in terms of purpose and data analysis was descriptive of correlation type. The statistical population of this study was 300 experts in all of the experts working in SAPCO Company. The sample of 168 people was selected through simple random sampling method. The research tools were Samaritan's Strategic Leadership Questionnaire (Sarat et al. 2011), Lidetka Strategic Strategic Thinking Questionnaire (1998) and Kaplan & Norton Standard Organizational Performance Inventory Questionnaire (1995). The validity after Validity clauses were confirmed and, on the other hand, the Cronbach's Alpha method was estimated for strategic leadership of 0. 89, strategic thinking (1998), 0. 95 and organizational performance of 0. 91, respectively, and data analysis in Two descriptive and inferential levels including Pearson Correlation Coefficient, Structural Equation Modeling (SEM) method were used. The results of the research showed that strategic leadership through strategic thinking has an impact on organizational performance, and this effect is significant and its overall impact is equal to 0. 25.

The purpose of this study was to identify the internal and external factors associated with the implementation of the organization's policies. It was an applied-descriptive study conducted through a survey method using a questionnaire. For the purpose of this study, after reviewing the literature and theoretical foundations, we tried to identify the most important internal and external factors affecting optimal policy implementation. Therefore, seven factors and their indices were selected based on frequency and importance. In the form of seven hypotheses, the relationship between these factors and optimized policy implementation was evaluated. The statistical population included 120 employees of the Department of Natural Resources and Watershed Management of Khorasan Razavi province. The sample size was calculated using the Morgan formula to be 92 people. Regarding the fact that the policy implementation had an abnormal distribution, the nonparametric single t-test was used to test the hypotheses. The results indicated a positive and significant relationship between all internal and external organizational factors identified by optimal policy implementation in the organization.

Background: The present research is about quantum skills, quantum leadership and organizational knowledge management. Objective: The main purpose of this study is to analyze the effect of quantum skills on quantum leadership with the mediating role of organizational knowledge management. Method: This research is based on the purpose of the applied type and a descriptive-analytic study. The statistical population of this study is to 3569 persons whose sample size has been selected according to Morgan chart in the simple random sampling method. The data were analyzed through the structural equation model methods. Findings: The results showed that quantum skills had a significant effect on quantum leadership. The results showed that knowledge management had a significant effect on the quantum leadership. Finally, the results showed that quantum mechanical skills had a significant effect on the role of the mediating role of organizational knowledge management. Conclusion: Since quantum skills have a significant impact on the role of quantum leadership with the role of the mediating role of organizational knowledge, thus increasing the level of leadership of the Company can be aimed at improving the quantum skills and strategic management of organizational knowledge.

In this study, by using a deductive approach with a theoretical and empirical typological tool, with the purpose of drawing a distinct boundary between public and public organizations based on the structural and process characteristics of such companies, extensive analyzes with Using tools and methods of classification of organizations has been taken. In this regard, first, identifying the factors for the conceptual typology of this type of organizations and then, subsequently, based on the results of previous studies, the empirical typology of these organizations, based on Dimensions and factors influenced the process and structure of these companies. This research, while presenting a scientific and empirical classification of different structural, process, and morphology angles based on elements (institutional, political, cultural, economic, social, legal, etc. ), at the end, a pattern of specific distinction and a certain classification of organizations Government and public, and in this way, managers and stakeholders of these types of organizations have helped organizations in their transition from relief, rectification, coercion, and institutional norms to the recognition of their respective organizations and serve as a reference framework in choices related to structure and The organizational process, for example, has helped in the selection and application of management practices.

Background and Purpose: Today, developing talent management is one of the major factors of business and a key component of sustainable competitive advantage inorganizations. The present study aimed at identifying the effect of talent management strategy on organizational commitment among employees of Mazandaran University. Methods: The study was a descriptive survey in terms of research methodology and it was an applied research based on its goal. The population consisted of all employees (n= 540) of Mazandaran University with high school diploma or higher, out of whom 225 participants were randomly selected using Cochran's formula. Data were collected using Swim's Talent Management Questionnaire (2009) and Allen and Meyer's Organizational Commitment Inventory (1990)which their validities were calculated through face validity and their reliabilitywas measured through Cronbach's alpha. Findings: The research findings indicated that the talent management strategy had positive effect on organizational commitment In this study, the components of “ reward and granting” had the greatest impact on the organizational commitment. Conclusion: By Finding this reseach, it is necessary for managers of any organization to optimally implement talent management strategy in their organization in order to attract, recruit, and develop skilled and talented people leading to increased productivity of their organization.

Forecasting the needs for electricity and timely implementation of electricity projects and the prevention of power outages, is from the tasks of electricity companies. The purpose of this research is to identify the causes of delay and design of the factors affecting the implementation of electrical industry projects. This research is in terms of applied and qualitative method. In this research, to identify the effective factors, an unscheduled interview was conducted with managers and experts in the electricity industry in the regional power company of Khorasan. After identifying the effective factors and grouping them using the Structural Interpretation Modeling (ISM), the classification of the criteria and the relationship between them and the presentation of the model was performed. In this regard, 162 criteria were identified as factors affecting the implementation of projects that, after sorting and categorizing these criteria, were divided into 11 groups, of which 7 criteria, in turn, were divided into several other criteria. They were After identifying the above factors and classifying the factors affecting the implementation of the electricity industry projects, in particular the projects of the dispatching centers and providing the model, preventive measures are proposed.

Jihadist management as a style of our religious and social thinking has preceded the length of the Islamic Revolution. This research was carried out with the aim of identifying and ranking the indicators of jihadi management. The statistical population was experts in the subject and senior managers of the organizations. The sample size was determined by using a snowball sampling method of 50 people. Initially, through library studies and then through saturated interviews The data were analyzed using SPSS software. Accordingly, 76 indicators were identified for Jihadist management. The first 25 first indicators in the group were used to analyze the data. They became very important Most of them have a cultural, spiritual, and value-oriented culture, and it is essential for them to act as a jihadi director, and their failure to observe the jihadist characteristics of management. Indicators 26 to 50 are in the medium-importance group, which are mostly behavioral and show a lack of respect for management weaknesses. Indices 51 to 76 are less important that are more relevant to the manager's personality, and the more emphasis on them can be the jihadist In the form of the leader of the organization.

The purpose of this study was aime to develop of meritocracy in educational organizations as an effective tool in policymaking. The research method was combination (quantitative, qualitative), application, field, descriptive, non-descriptive. For qualitative method and along with theoretical saturation is interviewed by the experts which based on qualitative method applications caused to initial questionnaire. The result of output initial questionnaire exploratory factor analysis calculated for adequacy of data, and finally, 11 extracted components were able to develop 87/88% merit variance. Extracted questionnaire of quantitative method, was available to experts of the applied higher education institute. After collecting and the using PLS, obtained merit designing with 11 components and the factor load extracted on the model. The desirability mode ranking was included crisis management, empowerment, leadership and teamwork, science and knowledge management, entrepreneurship and development thought, ethics, critical and creative thinking, statesmanship, forth wave management thinking, system thinking, learning organization thinking. Therefore, the dedicated model introduced for meritology of mentioned center managers and component ranking. Meanwhile, for the first time introduced two concept & tools of policymaking as effective components in meritocracy models as main policy tools that one was statesmanship and the other was fourth wave attitude.