Measurement and management of town councils, municipalities and other local organizations with best value model is a new and successful experience throughout Britannia local districts. This system of evaluation was measured and created by experts and specialist in the threshold of 1997 parliamentary propaganda and it was also influenced by the Labor Party tendencies. From the beginning of the year 2000, all local organizations must carry out performance of best value. This paper introduces best value, means, and system of performing this plan.

This paper is originated from a field research in national level. While methodology of research is explained in the form of research aims, methods of gathering of data, research questions, community and statistics sample, and methods of analysis of data, scientific literature related to the subject is briefly mentioned. In the next section that forms the main framework of the paper first the situation of organizational entrepreneurship in governmental cultural and social organizations is explained in district and regional divisions. Then with regard to research questions and the important variables of these questions, the entrepreneurial attributes in structural, behavioral and environmental factors have been studied and next the extend of relationship of these factors and its secondary variables with entrepreneurship in governmental cultural and societal organizations and their importance have been analyzed using explanatory and inferential statistics methods. In the final section, with regard to scientific analysis of real and conceptual data, propositions and approaches for development of entrepreneurship in governmental cultural and societal organizations, which can be used by other governmental and private organizations, have been brought up.

In many approaches to interpersonal and organizational trust researchers focus on employees perceptions that their managers are trustworthy. Numerous researchers from various disciplines seem to agree that trust has a number of important benefits for organizations. This article provides information on the concept of trust as it pertains to the organ ization. It explore the consequences of low and high trust and also explore the three step br building and maintaining trust in organization. It concludes that trust is an essential element of effective change management and ultimately to organizational success.

Technology is application of science in the field of applied skills and techniques. It also changes natural resources and man labor into services and products. Technology can be considered as a mixture of hardware and software. Software itself consists of three parts: man- ware, information-ware, organization-ware. The part information-ware or information technology is of main parts that were noticed by many countries in the last two decades. For in the current age information technology is counted as a base and powerful means that can create magnificently economical, social, cultural, and political effects. This paper is a summary of a research that studies some of the above- mentioned effects; “the effect of information technology on structure of labor force, jobs, and organ izational structure”. Here some theories, which analyze the effect of information technology on the structure of labor force, creation of new jobs, organizational structure, and entrepreneurship, will be brought up.

A central theme of this article is that behavioral control is ultimately self - imposed. However, it is recognized that behavioral control, whether originating from the self or an external source, will unfold within a multilevel context. Thus an attempt has been made to acknowledge that alternative control process occur at different conceptual levels simultaneously Through complex reciprocity relationships. An overriding control consideration in organizations is the congruency between external and self- control modes. If control is ultimately self- imposed even when initiated from external sources, discrepancies between external influence attempts and one’s self - control will pose difficulties. Implications for research and practice of control in organizations have been broached by the theoretical perspective of this article. In particular, the themes that have emerged include the following: (a) an increased emphasis on the self - control capabilities and practices of organizational members; (b) careful consideration of the appropriate source from which to initiate control attempts in light of advantages and disadvantages of each source and the characteristics of the situation; and modes. Overall, the analysis suggests that greater organizational effectiveness may be possible with a fuller understanding of individual control processes and the proper integration of self- control with more traditional external modes.

Entrepreneurs are creative, innovative, risk taking, dynamic, flexible, brave, opportunity recognizer, team builder, achievement - oriented, futuristic minded, leadership potentiality, network builder, independent and self- reliant people. Entrepreneurship is a key factor on: (1) Economical Growth and Development of countries (2) providing Employment and Job opportunities (3) Enhancing productive and production capabilities (4) contributing to the high levels of creativity and innovation and (5) creating wealth and providing adequate welfare. Entrepreneurship characteristics model is composed of psychological, demographical, educational, managerial and environmental indicators. All in all, entrepreneurship is a complex construct, with multi -dimensional correlation. Psychological demographical, educational, managerial and environmental characteristics of an entrepreneur are of utmost importance and should be considered in order to start - up a successful business. All new ideas and knowledge should be converted to profitable and useful products and services. And education for creativity, innovation and entrepreneurship should start from very early stages of childhood.