فصلنامه مطالعات مدیریت صنعتی
پیاپی 5 (تابستان 1383)

This research introduces an integrated method for ranking different service providing institutions based on their service quality level. In this way the suitable criteria for assessing the service quality have been identified. In order to recognize the differences and gap analysis several hypotheses have been assumed. In these hypotheses we assumed that there are differences between customer expectations and his perceptions. Then these hypotheses have been investigated. An Analytical network process was used for ranking different insurance institutions based on this criteria. For these criteria are dependent. Finally this research presents several suggestions for researchers that want to investigate this subject and presents other suggestions for improving the insurance institutions.

This article sheds light on the main reasons of moving organizations toward business process reengineering and the basic characteristics of information technology based business process reengineering. Then the main information technology oriented effective factors in business process reengineering are described. Indeed specific relations between information technology and business process reengineering are described. Indeed specific relations between information technology and business process reengineering are reviewed. At the end of this article the main functions of information technology in this process are classified and defined.

Modern and new technologies have changed the management view and the methods of problem solving and management of organizations. For effectively managing the organizations at todays changing environment managers should view different global economic, social, political and legal conditions and must pay attention to factors such as developing deformation and communication technologies and changing customers expectations. For with respect to each condition and factor they needs appropriate information to increase their knowledge and decrease their uncertainty to have effective performance. In this way it seems necessary to consider information technologies and total quality management and understand their impact on efficiency and effectiveness. In this article through citing the relationships between information technology and total quality management we attempt to examine their impact on organizations efficiency and effectiveness. Therefore we study the concepts of effectiveness efficiency and productivity and then point to the relationships between information technology and total quality management and to the impact of these relationships on organizations efficiency and effectiveness. Because, today manager's attitudes and views to quality in firms is new. Production with desired quality requires not only clear definition of goals, specific policies and procedures for each part of work and each stage of process but also real time inspection, measurement and documentation systems.

TNA (Technology Needs Assessment), STIP (Scope, Technology, Impact, Policy) & MSTP (Market Stimulating Technology Policy) are three tools and frameworks that can used as policy making model in industry & technology. In this paper we first introduce explain & study them and then we try to present a general model and framework of industrial policy making with attention to pros and cones of the three models above general points of policy making experiences of some successful countries in development of electronics industries and general condition and current situation of electronics industries in Iran. Finally we design a questionnaire that has been filled in by some specialists to be sure about the accuracy of the proposed model.

In today’s dynamic and uncertain environment responsiveness is one of the most important priorities and characteristics of manufacturing organizations. Responsiveness is a multidimensional concept and vague notion. For this reason we are often facing many problems when assessing it. Thus, in this paper we explain a knowledge-based methodology for the measurement and assessment of organizational responsiveness. At first, we explain responsiveness dimensions (Strategic Alignment, People, Process and Technology). In the next stage we will use the knowledge that is presented via "IF {fuzzy antecedents} THEN {fuzzy consequents} rules", to assess organizational responsiveness.