Abbas Abbasi; Moslem Alimohammadloo; Zahra karimi
Abstract
Nowadays, recognizing and applying managerial skills truly target their activities at achieving goals. The aim of this study is to present a model for measuring managerial skills in different organizational levels. Regarding method, this study has a mixed method (using qualitative meta-synthesis method ...
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Nowadays, recognizing and applying managerial skills truly target their activities at achieving goals. The aim of this study is to present a model for measuring managerial skills in different organizational levels. Regarding method, this study has a mixed method (using qualitative meta-synthesis method and Delphi method in the first phase and quantitative survey method and its analysis by means of DANP method in the second phase). And, regarding the goal, this is a practical study. In the first phase of the study, all related research published in Iranian and foreign valid scientific databases were studied using meta-synthesis method and the model was confirmed by Delphi. In the second phase, the statistical population was consisted of all managers in South Zagros Oil and Gas Exploitation Company chosen by purposive sampling method. The results of this study shows that the dimensions of team working, technology and problem solving skills have the most importance among top managers respectively; the dimensions of technology, learning and communication skills have the most importance among middle managers respectively, and the dimensions of learning, communication and technology skills have the most importance among first-line managers respectively.
Mir Ali Seyyednaghvi; Vajhollah Ghorbanizadeh; Davood Hosseinpoor; Alireza Koushkie Jahromi
Abstract
Organizational learning is a capability of organizations to create, transfer and act on the knowledge generation. Exploration- and exploitation-oriented learning activities required to produce organizational ambidextrous learning. This paper presents a scale developed ...
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Organizational learning is a capability of organizations to create, transfer and act on the knowledge generation. Exploration- and exploitation-oriented learning activities required to produce organizational ambidextrous learning. This paper presents a scale developed to classify organizations through cluster analysis as being Exploiters, explores, ambidextrous or with no defined orientation. The theoretical framework helps identify that the concepts associated with exploration and exploitation may be classified into six practical dimensions: organizational knowledge practices, innovative practices, competition, strategic orientation, organizational efficiency and partnerships. Indicators and criteria after sorting the dimensions of 36 features were identified and classified. Specialists were offered indicators derived from the theoretical review to identify final criteria by using Delphi technique. In the end, 6 indexes were deleted and 8 added to the index, therefore developing organizational learning model Ambidexterity was presented
Seyed Ali Akbar Afjahi; Jamshid Salehi Sadaqyani; Ebrahim Mahmoudzadeh; Mohsen Adabi Firozjayi
Volume 24, Issue 77 , July 2015, , Pages 187-219
Abstract
Researches show that much than 70% change efforts have been failed to realize the expected goals. One of the main reason for this failure, is the non-alignment between power types and change. In this paper, the alignment between power and change types and its effect on the performance improvement were ...
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Researches show that much than 70% change efforts have been failed to realize the expected goals. One of the main reason for this failure, is the non-alignment between power types and change. In this paper, the alignment between power and change types and its effect on the performance improvement were investigated in 18 commercial companies of Defense Ministry, being active in trading (non-military) market. The present research is descriptive-expressive in terms of goal, applied-developmental in terms of consequence and mixed (qualitative-quantitative) in terms of data type. In quantitative research, 105 questionnaires were collected from the strategists of companies. In this research, "the model of structural equations" and especially the technique of path analysis were applied to study the relationships between the research variables, employing the Software smart PLS, v. 3.0; "cluster analysis" and "variance analysis" were performed by the Software SPSS, v. 19. Also, the qualitative data from the structured interviews made with 36 senior managers was analyzed by content analysis, and the criterion for comparing the performance of the companies was determined by Delphi technique. The results of variance analysis test indicated that the companies, where change and power types are more aligned, have a higher performance.
