Mehdi Alhosseini Almodarresi; Majid Firouzkouhi Berenjabadi
Abstract
Resilience is defined as an individual’s ability to cope with current risks and dangers in the environment, in other words, this is a kind of flexibility in the face of environmental problems. In addition, nowadays employees are more willing to participate in organizational decisions and activities. ...
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Resilience is defined as an individual’s ability to cope with current risks and dangers in the environment, in other words, this is a kind of flexibility in the face of environmental problems. In addition, nowadays employees are more willing to participate in organizational decisions and activities. Job involvement has positive results in organizations, and causes the employees have more participation and enjoy for being a member in organization. Employees with high job involvement, would take lot of energy, dedicate himself/ herself and absorb in his/ her work. This study scrutinize the relationship between resilience and dimensions of job involvement (Taking energy, dedicating and absorbing). For this purpose, 200 employees in three public universities of Iran (Shahid Beheshti University, Allameh Tabatabae'i and Yazd University) are selected by convenience sampling. Then they are evaluated by the Shawfly and Becker questionnaire and the Connor- Davidson Resilience Scale (CD-RISK). To analyze data Structural Equation Modeling is used and finally, the results show that there is a significance relationship between resilience and dimensions of job involvement.
Abbas Abbaspour; Ahmad Aghazadeh; Amin bagheri kerachi
Volume 21, Issue 69 , January 2013, , Pages 171-217
Abstract
In this age of chaos, a small change can make a big impact. For change management in this chaotic environment, Methods and other traditional paradigm is not appropriate. Thus, the higher education system needs to forms of agility. The aim of this study is to answer the following question: What are the ...
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In this age of chaos, a small change can make a big impact. For change management in this chaotic environment, Methods and other traditional paradigm is not appropriate. Thus, the higher education system needs to forms of agility. The aim of this study is to answer the following question: What are the Agility indices in the universities? .The method of the present research is grounded theory. this research defineded Agility indices as follows: agility drivers, agility capabilities ,agility providers, agility Outcomes. Therefore, The findings of this research indicates that a agile University to fulfill their responsibilities, must identify agility drivers and To deal with these drivers ,acquire this agility competencies (intelligece and masttering change ,being a solutions provider, being knowledge - driven, innovation, speed and flexibility) and enablers (organization, technology, agile people, culture, partnering).
Hadjar Moeini Shahraki; Jafar Torkzadeh; Mehdi Mohammadi; Mohsen Khademi
Volume 21, Issue 66 , January 2012, , Pages 165-193
Abstract
The aim of this study was survey of relationship between organizational structure types and administrators' power resources at ShirazUniversity's administration division. Tow Scales were used: Organizational Structure Types (Torkzadeh & Mohtaram, 2011) and Power Resources Identification (Torkzadeh ...
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The aim of this study was survey of relationship between organizational structure types and administrators' power resources at ShirazUniversity's administration division. Tow Scales were used: Organizational Structure Types (Torkzadeh & Mohtaram, 2011) and Power Resources Identification (Torkzadeh & Moeini, 2010). Validity and reliability of scales were Assessed. Research Sample were 243 persons. Results showed: 1) The dominant organizational structure Type in the research scope was enabling structure. 2) dominant power resource was reward and the lowest was information; differences were significant. 3) the ranks of administrators' using power resources was as follows: reward, environmental dominance, expert, referent, coercive, ethic, legitimate, culture and information. 4) enabling structure was a significant positive anticipant of environmental dominance, expert, referent, ethic, legitimate and information power resources and it was a significant negative anticipant of reward, coercive and culture power resources. hindering structure was a significant positive anticipant of reward, coercive and culture power resources and it was a significant negative anticipant of other mentioned power resources.
