University of Tehran PressOrganizational Culture Management2423-69424420070121In search for techniques of determining validity in managerial researchesIn search for techniques of determining validity in managerial researches19350FAJournal Article19700101One of the most important sensitive stages in research process is the design and outline of measurement tool. Effective measurement tools are those which are both valid and reliable. Also, in many managerial researches, the researchers utilize the specific models which are used in the previous researches, or design and test new models, using the modern knowledge. It is clear that the effective research model is a model which has enough validity. In order to determine the validity of researches measurement tools and models, numerous techniques are used such as the judgments of the experts, correlation test, multi traits-multi scale matrix, and multi-factor analysis. The practical suggestion of this survey is to utilize discriminate analysis technique in order to study and measure the validity of simultaneous managerial research modelsOne of the most important sensitive stages in research process is the design and outline of measurement tool. Effective measurement tools are those which are both valid and reliable. Also, in many managerial researches, the researchers utilize the specific models which are used in the previous researches, or design and test new models, using the modern knowledge. It is clear that the effective research model is a model which has enough validity. In order to determine the validity of researches measurement tools and models, numerous techniques are used such as the judgments of the experts, correlation test, multi traits-multi scale matrix, and multi-factor analysis. The practical suggestion of this survey is to utilize discriminate analysis technique in order to study and measure the validity of simultaneous managerial research modelshttps://jomc.ut.ac.ir/article_19350_2403dffbc4dacf6d0f68bb0f63578ded.pdfUniversity of Tehran PressOrganizational Culture Management2423-69424420070121Survey of the relationship between social capital and inter-organizational entrepreneurshipSurvey of the relationship between social capital and inter-organizational entrepreneurship19351FAJournal Article19700101Nowadays, in the knowledge era, organizations take advantage of a special competitive advantage utilizing invisible assets which are considered to be the new valuable resources. These circumstances are defined due to the importance of knowledge creation and sharing process, which indicates the importance of the social capitals as a new managerial phenomenon. Also, on the other hand, inter-organizational entrepreneurship can lead to the development of new products and services, product and services innovation, and updated organizational units and it will ultimately brings the competitive advantage to the organization. Therefore, the main aim of this paper is to survey the relationship of inter-organizational entrepreneurship with social capital in an industrial company. The descriptive research methodology is used and correlation method is utilized and the statistical population of the survey includes 151 managers of an industrial company in which 89 numbers of them are selected as the sample. The results indicate that there is a positive relationship between social capital and inter-organizational entrepreneurship (and its dimensions, namely cognitive and structural). To be clearer, with increase of social capital, inter-organizational entrepreneurship will increaseNowadays, in the knowledge era, organizations take advantage of a special competitive advantage utilizing invisible assets which are considered to be the new valuable resources. These circumstances are defined due to the importance of knowledge creation and sharing process, which indicates the importance of the social capitals as a new managerial phenomenon. Also, on the other hand, inter-organizational entrepreneurship can lead to the development of new products and services, product and services innovation, and updated organizational units and it will ultimately brings the competitive advantage to the organization. Therefore, the main aim of this paper is to survey the relationship of inter-organizational entrepreneurship with social capital in an industrial company. The descriptive research methodology is used and correlation method is utilized and the statistical population of the survey includes 151 managers of an industrial company in which 89 numbers of them are selected as the sample. The results indicate that there is a positive relationship between social capital and inter-organizational entrepreneurship (and its dimensions, namely cognitive and structural). To be clearer, with increase of social capital, inter-organizational entrepreneurship will increasehttps://jomc.ut.ac.ir/article_19351_f60a1b14dec7197080b4cfff1ae23d88.pdfUniversity of Tehran PressOrganizational Culture Management2423-69424420070121Clarification of the effective factors on human resource in public organizations using path analysis methodClarification of the effective factors on human resource in public organizations using path analysis method19352FAJournal Article19700101The path analysis method uses for describing causal relations that was applied in first time by c. Wright (1992). The purpose of path analysis conveying logical correlation between a set of variable that have causally relations. In this study we analyze the effective factors on increasing of manpower productivity in governmental organization and determining direct and indirect effects in improvement and increasing productivity in the mentioned organizations. Independent variable in this study is productivity and dependent variables are H.R management, empowerment, IT, reengineering of process, participative management, CRM and the measure of attention to costumers, team working and forming informal groups and etc, that presented in schematic and mathematic model. The result of path analysis represents that some of variables have direct effect upon manpower productivity while some of variables with effects in elements organization, affect indirectly productivity. By the way in this assay path analysis model explained direct and indirect effects of variables on independent variable (manpower prod). The results show IT and organization structure with standard coefficients of 0.545 & 0.427 in compare of other variable have much effects and R&D and forming informal groups with standard coefficients 0.09 and 0.149 have low effects upon manpower productivityThe path analysis method uses for describing causal relations that was applied in first time by c. Wright (1992). The purpose of path analysis conveying logical correlation between a set of variable that have causally relations. In this study we analyze the effective factors on increasing of manpower productivity in governmental organization and determining direct and indirect effects in improvement and increasing productivity in the mentioned organizations. Independent variable in this study is productivity and dependent variables are H.R management, empowerment, IT, reengineering of process, participative management, CRM and the measure of attention to costumers, team working and forming informal groups and etc, that presented in schematic and mathematic model. The result of path analysis represents that some of variables have direct effect upon manpower productivity while some of variables with effects in elements organization, affect indirectly productivity. By the way in this assay path analysis model explained direct and indirect effects of variables on independent variable (manpower prod). The results show IT and organization structure with standard coefficients of 0.545 & 0.427 in compare of other variable have much effects and R&D and forming informal groups with standard coefficients 0.09 and 0.149 have low effects upon manpower productivityhttps://jomc.ut.ac.ir/article_19352_1a1930ef51579f5afdba43a1c340c7ab.pdfUniversity of Tehran PressOrganizational Culture Management2423-69424420070121The relationship between TQM and customer satisfaction in service sectorThe relationship between TQM and customer satisfaction in service sector19353FAJournal Article19700101This article examined the relationship between total quality management (TQM) and customer satisfaction in service sector. TQM and customer satisfaction is discussed in this survey. In the other part of the article, the research methodology is described that encompass hypothesis, research methodology, the statistical population and the sample are explained.
This research is a field research. Tools of data collection are closed-ended questionnaire and interview. Statistical population is unlimited and sample size is 120 persons. Statistical technique that is used are spearman correlation coefficient. The data is analyzed by spss software. Based on the results of research, there is a meaningful relationship between TQM and customer satisfactionThis article examined the relationship between total quality management (TQM) and customer satisfaction in service sector. TQM and customer satisfaction is discussed in this survey. In the other part of the article, the research methodology is described that encompass hypothesis, research methodology, the statistical population and the sample are explained.
This research is a field research. Tools of data collection are closed-ended questionnaire and interview. Statistical population is unlimited and sample size is 120 persons. Statistical technique that is used are spearman correlation coefficient. The data is analyzed by spss software. Based on the results of research, there is a meaningful relationship between TQM and customer satisfactionhttps://jomc.ut.ac.ir/article_19353_95e44167581a115996bc9a6cbbe9ee82.pdfUniversity of Tehran PressOrganizational Culture Management2423-69424420070121Surrey of the relationship between transformational leadership and transactional leadership and personnel's organizational commitmentSurrey of the relationship between transformational leadership and transactional leadership and personnel's organizational commitment19354FAJournal Article19700101The main purpose of this research is consideration between transformational and transactional leadership with employee's organizational commitment in the companies of Zanjan Industrial Township. For this purpose tow questionnaire used to determine managers leadership style and employee's organizational commitment for this companies. Whole societies contain eighty-six companies, which all of them managers as a sample and 344 individuals from the staff selected to random method as other sample.
After gathering questionnaire, by helping software (SPSS) the results of the research were established and obtaining conclusion has showed significant relationship between transformational and transactional leadership and personnel's organizational commitment exist and the leaders that utilize transformational leadership are successful to increase the rate of employee's commitment to organization and every measurement of the managers leadership style from transactional leadership to transformational leadership has moved, we have been faithful among employees more and more.The main purpose of this research is consideration between transformational and transactional leadership with employee's organizational commitment in the companies of Zanjan Industrial Township. For this purpose tow questionnaire used to determine managers leadership style and employee's organizational commitment for this companies. Whole societies contain eighty-six companies, which all of them managers as a sample and 344 individuals from the staff selected to random method as other sample.
After gathering questionnaire, by helping software (SPSS) the results of the research were established and obtaining conclusion has showed significant relationship between transformational and transactional leadership and personnel's organizational commitment exist and the leaders that utilize transformational leadership are successful to increase the rate of employee's commitment to organization and every measurement of the managers leadership style from transactional leadership to transformational leadership has moved, we have been faithful among employees more and more.https://jomc.ut.ac.ir/article_19354_211085676a46cf823d18b945d61e15a3.pdfUniversity of Tehran PressOrganizational Culture Management2423-69424420070121The study of challenges of establishing and implementing suggestions system in public sectors of IranThe study of challenges of establishing and implementing suggestions system in public sectors of Iran19355FAJournal Article19700101Many public and private organizations have some kind of suggestions system in order to motivate and encourage their organization members to suggest proposals and ideas, wherewithal the organization can be improved. These proposals are then referred to committees to be studied, whereby good ideas will be submitted to the authorities. The process of evolution of ideas to workable suggestions is what the individual himself or herself, the study committee, suggestions system secretary, executive who are responsible for establishing and implementing suggestions system, and or all of them can do, which in that case, it is expected that, these suggestions will have positive consequences. But, because of some reasons which will be mentioned in this survey, organizations, and among them public organizations, which are the subject of this study, especially with attention to their differences with private sectors organizations, which is mentioned in the preface section, are confronted with challenges in establishment and implementation of suggestions system. Therefore, the viewpoints of four groups of senior authorities of establishing and implementing suggestions system, namely, managers, employees, secretaries, and members of the council of study and verification of suggestion system, in association with challenges which influences this system, are studied and they had suggested logical and practical solutions to solve, or at least to minimize, these problems. This survey has come to believe that these suggestions can help public organizations managers who are engaged in implementation of suggestions system, as well as those who had not yet engaged, in the efficient utilization of suggestions system in order to increase the employees’ participation and their thinking powerMany public and private organizations have some kind of suggestions system in order to motivate and encourage their organization members to suggest proposals and ideas, wherewithal the organization can be improved. These proposals are then referred to committees to be studied, whereby good ideas will be submitted to the authorities. The process of evolution of ideas to workable suggestions is what the individual himself or herself, the study committee, suggestions system secretary, executive who are responsible for establishing and implementing suggestions system, and or all of them can do, which in that case, it is expected that, these suggestions will have positive consequences. But, because of some reasons which will be mentioned in this survey, organizations, and among them public organizations, which are the subject of this study, especially with attention to their differences with private sectors organizations, which is mentioned in the preface section, are confronted with challenges in establishment and implementation of suggestions system. Therefore, the viewpoints of four groups of senior authorities of establishing and implementing suggestions system, namely, managers, employees, secretaries, and members of the council of study and verification of suggestion system, in association with challenges which influences this system, are studied and they had suggested logical and practical solutions to solve, or at least to minimize, these problems. This survey has come to believe that these suggestions can help public organizations managers who are engaged in implementation of suggestions system, as well as those who had not yet engaged, in the efficient utilization of suggestions system in order to increase the employees’ participation and their thinking powerhttps://jomc.ut.ac.ir/article_19355_d79dd6a57ccaa1cddde2f22a5ba26667.pdfUniversity of Tehran PressOrganizational Culture Management2423-69424420070121Formulating of the indexes of selectiong modern leadership models and its use in the organizationsFormulating of the indexes of selectiong modern leadership models and its use in the organizations19356FAJournal Article19700101This paper surveys leadership nature at first and then proceeds to common definitions about leadership.
Then, with a glance on leadership theories, it examines them in four categorize in which in the fourth stage it introduces latest issues on leadership and two concepts, servant leadership and transformational leadership. It also examines styles and theories of Leadership during a recent century, to determine what similarities and differences exist between the two leadership concepts. In fact, some individuals question whether there is any real difference between the concepts or not. This paper refers to leaders focus in two domains in examination of this question and distinguishes the differences of the concepts along with the dimension of leader focuses.
The primary premise of the paper is that transformational leaders tend to focus more on organizational objectives while servant leaders focus more on the people who are their followers. This tendency of the servant leader to focus on followers appears to be the primary factor that distinguishes servant leadership from transformational leadership. Otherwise, there are many similarities between the two leadership concepts that a clear understanding of both frameworks helps to reveal the many similarities and the aforementioned distinction. At the next stage of developmental issues in servant leadership, such as the challenges facing empirical investigation and measurement, and the changes that are occurring in current thinking about the servant leadership approach. Ultimately, both servant leadership and transformational leadership offer the conceptual framework for dynamic leadershipThis paper surveys leadership nature at first and then proceeds to common definitions about leadership.
Then, with a glance on leadership theories, it examines them in four categorize in which in the fourth stage it introduces latest issues on leadership and two concepts, servant leadership and transformational leadership. It also examines styles and theories of Leadership during a recent century, to determine what similarities and differences exist between the two leadership concepts. In fact, some individuals question whether there is any real difference between the concepts or not. This paper refers to leaders focus in two domains in examination of this question and distinguishes the differences of the concepts along with the dimension of leader focuses.
The primary premise of the paper is that transformational leaders tend to focus more on organizational objectives while servant leaders focus more on the people who are their followers. This tendency of the servant leader to focus on followers appears to be the primary factor that distinguishes servant leadership from transformational leadership. Otherwise, there are many similarities between the two leadership concepts that a clear understanding of both frameworks helps to reveal the many similarities and the aforementioned distinction. At the next stage of developmental issues in servant leadership, such as the challenges facing empirical investigation and measurement, and the changes that are occurring in current thinking about the servant leadership approach. Ultimately, both servant leadership and transformational leadership offer the conceptual framework for dynamic leadershiphttps://jomc.ut.ac.ir/article_19356_3f1f7bc0261aac1ebf332b2743813c89.pdf