Fattah Sharifzade; Behrooz Rezaeemanesh; Amir Hassan Ezzati
Abstract
Due to the importance of organizational culture and its impact on organizational performance, the present article aims to identify and investigate the effect of behavioral, structural and context factors on the institutionalization of an organizational culture based on Islamic values, in order to help ...
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Due to the importance of organizational culture and its impact on organizational performance, the present article aims to identify and investigate the effect of behavioral, structural and context factors on the institutionalization of an organizational culture based on Islamic values, in order to help managers of organizations and executive agencies. This research is an applied research and survey design. Among the staff of the Government Education Management Center, 87 people were tested by simple random sampling method. According to the analysis, it has been shown that in order to institutionalize organizational culture , we are facing to several factors from different levels, it should be achieved with the support of high-level organizational managers and through the integrated management to institutionalize Islamic values in organizational culture. It was also found that leadership in the organization has a huge impact on the institutionalization of an organizational culture based on Islamic values.
Changiz Valmohammadi; Shervin Roshanzamir
Volume 22, Issue 72 , March 2014, , Pages 119-141
Abstract
The aim of this research is to investigate the effect of organizational culture on total quality management (TQM) in the pharmaceutical companies of Tehran-Iran using the structural equation modeling (SEM) technique. Organizational culture was measured using the instrument developed by Cameron and Quinn. ...
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The aim of this research is to investigate the effect of organizational culture on total quality management (TQM) in the pharmaceutical companies of Tehran-Iran using the structural equation modeling (SEM) technique. Organizational culture was measured using the instrument developed by Cameron and Quinn. The six TQM categories were measured by the 2011-2012 criteria for performance excellence of the Malcolm Baldrige National Quality Award (MBNQA). All of the 60 items of the questionnaire were represented in seven-point Likert scales. A total of 209 acceptable responses were obtained from senior managers of quality, operations, R&D and sales departments and executives levels. The results revealed the positive effect of culture on TQM. The results also specified the leadership category as the most developed aspect of TQM in the Tehran’s pharmaceutical companies. These organizations emphasize on stability and control more than flexibility.
mir ali seyed naghavi; seyed mohammad mehdi bahrol olum
Volume 19, Issue 57 , May 2008, , Pages 86-104
Abstract
The ever increasing importance of knowledge capitals and their conversion to a resource of organization's competitive advantage
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The ever increasing importance of knowledge capitals and their conversion to a resource of organization's competitive advantage
mohammad zarnegar
Volume 13, Issue 50 , September 2006, , Pages 119-146
Abstract
Organizational culture has a significant role in the fields of management and organizational behavior. Followed by new theories and researches in management, organizational culture has got increasing importance and consists one of major areas in management. Demographers, sociologists, psychologists, ...
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Organizational culture has a significant role in the fields of management and organizational behavior. Followed by new theories and researches in management, organizational culture has got increasing importance and consists one of major areas in management. Demographers, sociologists, psychologists, and even economists have paid especial attention to this new and important issue and have posed many theories and researches to identify its roles and significance. Organizational culture is considered as one of most effective factors of progress and development of the countries; as such many researchers believe that the success of Japan in industry andmanagement is the result of their strong focus on organizational culture. Organizational culture is a set of shared beliefs and values that influences the behavior and thoughts of members of organizations; and can be viewed as a start point for movement and dynamics or an obstacle for progress. Organizational culture is a foundation for change and transformation, and its acceptance from employees guarantees the survival and dynamics of the organization. surmounts any election, rules, and competencies, there would be no question at all. Hence, officials in charge do not take themselves accountable for rather than their superiors. Therefore, no place will be found for of public culture domain, especially in the form of public accountability. However, today "most of governments do exist in such conditions and govern in such infrastructure that must be accountable for increasing demands of conscious citizens, communities, interest groups, social movements, and other mass media" (Faghihi, 1380: 55). Power supervision and assurance of appropriate utilization of public resources; mostly remind negative and punishing aspects. On the other hand, accountability is considered as tools for continuous progress and improvement of services (Aucoin, 2000, 53). Therefore, considering the role of accountability of public sector officials for people and citizens in improvement of services, this seems to be a necessity and an effective factor of linking citizens and officials. In this article, by expressing of concepts, exigencies, theories, and effective factors on accountability of public sector organizations, especially Tehran Municipality, and analysis of data and inference of results, we try to respond to the question of whether accountability system has been designed in such a way to accomplish the satisfaction of citizens through delivery of urban services or not.
masoud movahedi; masoud abbasi
Volume 11, Issue 41.42 , September 2004, , Pages 125-146
seyed mohammad zahedi
Volume 11, Issue 41.42 , September 2004, , Pages 223-246
hasan labaf; mohamadreza delavi
Volume 11, Issue 43.44 , August 2004, , Pages 113-137
Abstract
for many years the patterns of imported Western management have been applied unquestionably in developing countries without having expected effectiveness. In spite of their effectiveness in the motherlands, the question is why these ...
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for many years the patterns of imported Western management have been applied unquestionably in developing countries without having expected effectiveness. In spite of their effectiveness in the motherlands, the question is why these patterns have not been successfully transferred to other countries if they are chaimed to be universally valid? The objective of this paper is therefore, to investigate the various aspects of this question and to seek some proper answers. In pursuit of this objective, those restrictions and obstacles which present themselves as the most important environmental challenges in the way of transferring and adopting these imported patterns of management are analyzed. To support the argument, the influencing process of national culture on organizational culture and consequently on management style and practices is comparatively discussed. In concluding the analysis which is mainly based on the Hofstede's study, the development of indigenous. management theories and pattern is emphasized as an inevitable necessity and some strategies are presented which can provide the main stream for the formulation of indigenous management patterns
