Despite various developments in the public sector in recent years, low productivity of government agencies has been the main concern of Iranian policy makers. Employee SILENCE and indifference towards the fate of an ORGANIZATION and its programs and lack of effective understanding between employees and management is an alarm of imminent reduction in ORGANIZATIONal performance affecting the whole society at a macro level. This research attempts to provide a model to cover different dimensions of ORGANIZATIONal SILENCE. ORGANIZATIONal SILENCE management is an important part of ORGANIZATIONal behavior management which directly affects ORGANIZATIONal decision-making. Survey research method and structural equation modeling were used and data were collected using a researcher-made questionnaire. The sample consisted of 354 male and female employees of the headquarters of the Iranian Social Security ORGANIZATION. The questionnaire was designed on the basis of existing theories and using exploratory factor analysis method in 174 items. Using confirmatory factor analysis method, the components were confirmed and the final model was determined after confirmation of the components and sub-components. The final model offers a way to understand ORGANIZATIONal SILENCE and helps managers and policy makers reduce this phenomenon in their ORGANIZATION and create the spirit of work and effort among their staff. Managers can utilize this theory to eradicate ORGANIZATIONal SILENCE. This theory helps ORGANIZATION theorists achieve testable hypotheses in more comprehensive research.

Background: Employee's passive presence and their reluctance to interfere with the affairs is the interest and common phenomena in ORGANIZATIONs. Attitudes and perceptions of human resources of an ORGANIZATION and their perceptions have influence on their performance and contribution or SILENCE in corporate affairs. Thus, the study according to the concepts involved in making the attitude toward of ORGANIZATION trying to find patterns between triple moral queries in the ORGANIZATION, ORGANIZATIONal identity, and ORGANIZATIONal SILENCE.Method: The study is descriptive-correlation. The study sample comprised all employees of Urmia University. The study sample comprised all employees of the University. The study sample comprised all employees of the University. The Used data collected of209 employees who have been selected randomly using a questionnaire and the proposed conceptual model has been tested using path analysis.Results: The results showed that egoistic climate has negative relations with Sense of solidarity and Support the ORGANIZATION components and benevolent climate has direct and significant relation with all three components of ORGANIZATIONal identity. Principled climate had no significant relation with none of the components of ORGANIZATIONal identity. The results also suggest that the only egoistic climate have significant correlation with ORGANIZATIONal SILENCE. About the relationship between ORGANIZATIONal identity and SILENCE all three components of solidarity, support and understanding of the common characteristics had significant relation with ORGANIZATIONal SILENCE. However, the relation of two components; a feeling of solidarity and support was reversed but relation of understanding of the common characteristics with ORGANIZATIONal SILENCE was direct.Conclusion: According to the findings, we can conclude that The Benevolent climate have the least relationships with ORGANIZATIONal SILENCE and Egoistic climate SILENCE is the greatest predictor of types of SILENCE.

Due to global competition, performance evaluation is required for the survival of the ORGANIZATION; main reason to assess and measure ORGANIZATIONal performance is to increase the ORGANIZATION’s overall effectiveness and business processes. the aim of this study is to investigate the impact of leadership style on human resources performance in ORGANIZATION mediated by ORGANIZATIONal SILENCE. Research method is correlation based on structural equation modeling, the statistical population consist of Sari Sepah Bank branches official staff to number 430. The sample size was estimated by Cochran formula to number 203 that were selected by multistage random cluster sampling. The used instrument in this study is three standard questionnaires- leadership measurement Avolio (1997), ORGANIZATIONal performance Echio (2003) and ORGANIZATIONal SILENCE Vandyne; et al (2003)- On which their reliability were confirmed by factor analysis and have appropriate validity. Data were analyzed by SPSS software and LISREL. The results showed that transformational leadership style and exchange have positive and significant relationship with ORGANIZATIONal performance. ORGANIZATIONal SILENCE have negative relationship with ORGANIZATIONal performance. Transformational leadership enhances performance mediate by ORGANIZATIONal SILENCE and transactional leadership reduces performance mediate by ORGANIZATIONal SILENCE. Tansformational leadership have negative relationship with ORGANIZATIONal SILENCE. transactional leadership have positive relationship with ORGANIZATIONal SILENCE. Due to greater impact of transformational leadership in enhancing ORGANIZATIONal performance in compared to transactional leadership and broke the SILENCE; were recommended to banks managers to operate this leadership style in their plans as common style and dominant and enhance the performance of their ORGANIZATIONs in today's competitive world.

ORGANIZATIONal SILENCE is common phenomenon in ORGANIZATIONs and it is an available and tangible reality for managers and employees. The Purpose of this paper is studying structural effect of ethical leadership on employee SILENCE behavior with intermediary role of SILENCE climate. The study was correlational. The population of the city of Mashhad education departments of all employees in the 1392-1393 years. The sample size of 200 employees was randomly selected. The participants completed Inventory about ethical leadership and ORGANIZATIONal SILENCE. The data were analyzed using structural equation modeling with LISREL software. The results showed that ethical leadership can be defined as indicators of respect, service, justice, honesty and building community operationally. The strongest indication of this structure is 'respect' and 'building community'. Additionally, the invisible structure of SILENCE climate can be defined operationally with Top management attitudes, supervisor's attitude an opportunity of communications. The supervisor's attitude is the strongest indicator of this structure. The developed structural model of results shows that ethical leadership has negative structural effects (GA=-0.69). Indirect effect of ethical leadership is negative (-0.171). Also ORGANIZATION SILENCE climate has direct structural effect on employees' SILENCE behavior (BE=0.25). In order to stop the ORGANIZATIONal SILENCE behavior and benefit from experiences of employees we should remove the climate of ORGANIZATIONal SILENCE. Ethical leadership is a significant factor in this regard. Using this type of leadership associated with removing silent climate in turn can be expected to ORGANIZATIONal SILENCE behavior.

Today television is one of the most important tools for leisure humans and this has increased the Influence of this media in determining the attitude and lifestyle of people. Entry and expanding the use of satellite receivers in Iran have been caused a serious competitive atmosphere between broadcasting and cross-border networks and the necessity and importance of planning to increase the quality of programs for broadcasting executives have confirmed. The purpose of this study is providing a model for increase efficiency on television viewers and gain their satisfaction and loyalty. For this purpose, the system dynamics approach for analyzing dynamic and complex feedback systems has been used to achieve a comprehensive model for television broadcasting. By running the model obtained under different scenarios on one of these channels (IRIB Education Channel) we have analyzed the impact of different policies for the future success of the channel. The results show that policies to increase the competitiveness and integration of ancillary programs alongside the original network approach can increase network efficiency and attractiveness and the level of satisfaction and loyalty of its viewers. Also it prevents loss of audience and gradually caused growing number of them.

This study has done for surveying the effects of ORGANIZATIONal SILENCE on ORGANIZATIONal agility from higher education employee’s view in Yazd University. The researches method is descriptive – correlation. Statistical Society of this research was included all the Yazd University employees (425 people) in 1393 that 100 people were selected randomly based on Cochran's formula. To assessing the main concepts in this research, were used two questionnaires (ORGANIZATIONal SILENCE and agility). The collected data were analyzed by structural equation modeling. The results showed that ORGANIZATIONal SILENCE have positive and significant relationship with ORGANIZATIONal agility.

Among the issues that threaten ORGANIZATIONs today are the issue of ORGANIZATIONal SILENCE, career plateau and its impact on the ORGANIZATION and human resources. Researchers consider ORGANIZATIONal SILENCE to refrain from expressing ideas, Comments and information about ORGANIZATIONal problems. But career plateau is defined as a stage in which employees, without regard to the current job and a very long timeframe, have little chance for improvement. Discussion of the career plateau and ORGANIZATIONal SILENCE in management of today have a special place, but in many cases the role of these factors in the ORGANIZATION is ignored. The present research is applied in terms of purpose and in terms of descriptive-correlation method. The population consists of 127 staff of Kermanshah water ORGANIZATION. A questionnaire was used to collect data. PLS2 software was used to analyze the data. Finally, the findings indicate that staff have career plateau and ORGANIZATIONal SILENCE. Also it was found that career plateau caused ORGANIZATIONal SILENCE. Also results showed that career plateau caused ORGANIZATIONal SILENCE by Mediation role of motivation.

One of the most interesting topics in Islamic and Western Philosophy is to determine the boundaries and limits of reason in knowing the real world. Following the existential limits of reason in knowing the reality, we come to its limits in announcing and asserting the facts. In this article, by appealing to the authorized criterions, I try to show both the cognitive and the assertive limits of reason and, thus, to determine the realm of necessary SILENCE of reason about the objects of the world. However, the realm and object of necessary SILENCE of reason is attainable to rational speech in a specific way. The structure of the reason and the special character of the objects allow that rational speech and rational SILENCE come together without causing contradiction.

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