hoseyn rahman seresht; nazak nobari
Volume 13, Issue 49 , August 2006, Pages 1-24
Abstract
To begin with, the chaos theory is used to understand and predict random attitudes of complex systems concerning the nonlinear reciprocal effect of their components. Besides, the pivotal point of chaotic systems is that they are sensitive even to the minimal changes in the primary conditions of complex ...
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To begin with, the chaos theory is used to understand and predict random attitudes of complex systems concerning the nonlinear reciprocal effect of their components. Besides, the pivotal point of chaotic systems is that they are sensitive even to the minimal changes in the primary conditions of complex organizations. One of the procedures of modeling framework improvement prone to chaos theory is paying attention to the role of communication canals that are the main elements of complexity of modem organizations. In this article, on communication networks of individuals within the organization in the complicated type, the capability of complexity of organization is being studied, using the chaos theory. In addition, the purpose of the mentioned issue is not its remedy. Quite the contrary, it is a comparison about the communication structures of multi-agent organizations through determining the probability entropy and measuring uncertainty function prone to the significance of prediction and accounting of complexity and using the matching probability function with the new projects in communicational canals and also the capabilities of the individuals within the data processing. However, using the concepts and accounting based on the actual data and functions determined by Polay's approach and accounting entropy of functions, the model is expected to predict and affect the integral attitude in co-ordination with the complexity. Consequently, the results show that the flexible communicational networks are necessarily proportionate with any project in any particular period of time and with the capabilities of individuals and instruments involved in the project. In conclusion, it is not sufficient to use one particular ultimate network in the management of the
seyed mehdi alvani; fereshte ghasghai
Volume 13, Issue 49 , August 2006, Pages 25-38
Abstract
Civil socieries, civil organizations an non governmental organizations (NGOs) have had the utmost important roles in good governance in the world during last 2 decades. They exist for social problem solving. These organizations retain their role and legitimacy in the society,have to be accountable to ...
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Civil socieries, civil organizations an non governmental organizations (NGOs) have had the utmost important roles in good governance in the world during last 2 decades. They exist for social problem solving. These organizations retain their role and legitimacy in the society,have to be accountable to their stakeholders. So what is accountability, to whom and how, are the questions which the NGOs faced to. This paper is as an introduction to clarifying the answers for NGOs' accountability challenges. Accountability requires that NGOs' leader focus on: A - Mapping organizational stakeholders B - Clarifying value creation process according to accountability.
C - Implementing accountability processes. D - Monitoring accountability processes.
ebrahim mahmoodzadeh
Volume 13, Issue 49 , August 2006, Pages 39-55
Abstract
Speed of change in marketplace has become so rapid that the time available for organizations to plan and then implement strategy has diminished. The challenge of strategy execution is more relevant today than ever before. Most management systems were designed to meet the needs of a stable, incrementally ...
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Speed of change in marketplace has become so rapid that the time available for organizations to plan and then implement strategy has diminished. The challenge of strategy execution is more relevant today than ever before. Most management systems were designed to meet the needs of a stable, incrementally changing world, fail to meet the needs of today's dynamic economy. Strategic management is to continually manage change, risk, and knowledge sharing. The hard side of strategic management, i.e. how formulating strategy is well studied in last few decades. Now it is the soft aspects that needs more focus. Leadership,culture and team work would be more effective in successful implementation of strategy. Cascading strategy
mahmoud reza esmaeeli
Volume 13, Issue 49 , August 2006, Pages 56-75
Abstract
Innovation is the putting aside of old patterns; for this purpose we must create an appropriate context. In this paper organizing for innovation, which is necessary for creating innovation, is studied. Any organization-cannot be able to create innovation; only "entrepreneurially organizations and ...
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Innovation is the putting aside of old patterns; for this purpose we must create an appropriate context. In this paper organizing for innovation, which is necessary for creating innovation, is studied. Any organization-cannot be able to create innovation; only "entrepreneurially organizations and adhocracy organizations" can create innovation. However, entrepreneurially organizations cannot create innovation at a high level, only adhocracy organizations can create innovation at a high level. In this study, two types of adhocracy are sought: operating adhocracy and administrative adhocracy.As a consequence, innovation is studied at small and large organizations.
manijheh bahreymi zadeh
Volume 13, Issue 49 , August 2006, Pages 77-105
Abstract
In recent decades, two contradictory trends have developed the Management Studies Quarterly Journal - No. 49 types of projects in different periods, whereas concerning the complexities in each period; one should use the networks in different forms.
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In recent decades, two contradictory trends have developed the Management Studies Quarterly Journal - No. 49 types of projects in different periods, whereas concerning the complexities in each period; one should use the networks in different forms.
sedigheh khorshid; caro locas
Volume 13, Issue 49 , August 2006, Pages 107-130
Abstract
The evaluation of project is a important stage in the process of decision - making of research and expertise panels of the large organizations and research centers. It is mixed with uncertainty which arise from incomplete and no obtainable information and knowledge about actions and their consequences. ...
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The evaluation of project is a important stage in the process of decision - making of research and expertise panels of the large organizations and research centers. It is mixed with uncertainty which arise from incomplete and no obtainable information and knowledge about actions and their consequences. Risk is a traditional approach for expressing uncertainty in the different systems or reviewing and evaluating R & D projects. In the past, the risk is modeled by probability theory. Since, professor Zadeh hase innovated the opinion of fuzzy sets theory, different researchers used its for capturing uncertainties and modeling theirs in the process of evaluation and computation the rate of aggregative risk in software development. In this paper, we design a methodology for evaluating and computing the rate of aggregative risk of R & D projects based on fuzzy sets theory. The proposed methodology has several advantages:
1- It provide a more realistic evaluation from research projects by using linguistic approach.
2- It provide the requirement flexibility for selecting of research projects with inserting the concepts of fuzzy majority of dominance and fuzzy majority of experts by using OWA operator.
3- It define different optimum degrees for considering different approaches of decision - making better, more flexible and satisfactory decisions under conditions of uncertainty and reached consensus on the selected choices. This methodology is implemented at Iran telecommunication Research center. to all levels allows every one to understand how to contribute to the strategy. In our view the notion that strategy is something that can be planned well in advance by managers and then executed by other people is not consistent with today's dynamic and rapidly changing environment. So we introduced a discipline with two main features: developing personnel knowledge incrementally toward new paradigms; and use an iterative framework to implement strategy; just one stage after planning, through a learning cycle. Here the main focus is creating collaboration, synergy and commitment to implement strategy, in all personnel. Our experience about implementing this discipline in SAIRAN in late 2004 is presented. We assess it as a dynamic and evolutionary process that succeed to involve near 200 people directly and 3500 people indirectly and align their capabilities and capacities to draw vision and contribute to strategic planning, whom will be the core members of execution in next step.
