نشریه مطالعات راهبردی در صنعت نفت و انرژی
سال سوم شماره 12 (تابستان 1391)

Today, because of encountering with demands, organizations need to learn in working environment with higher speed, lower costs and high efficiency. A learning organization has less hierarchal authority, equal reward against equal performance, common culture, and a flexible and compatible structure to use opportunities and remove crises. A learning organization is a modified pattern for organizations and a new way for thinking about organization in the knowledge era. The attribute that distinguishes learning organizations from traditional ones is recognition of defined principles. So, five principles by P.M Senge (system thinking, personal capability, mental models, common wishes, and team learning) have been proposed for showing an image from a learning organization. In this research, the concept of a learning organization was shown in Tabriz Oil Refinery Company. The method of this research was descriptive-surveying, and its tool was questionnaires that were distributed between managers and experts of Tabriz Oil Refinery Company as the sample. Data was analyzed by inferential and descriptive statistical techniques. The findings showed that Tabriz Oil Refinery Company is far from an efficient learning organization. The components of a learning organization in Tabriz Oil Refinery Company are: personal capabilities, common wishes, mental models, system thinking, and team learning.

The aim of this research was to study the relationship of psychological dimensions of organization with organizational commitment, organizational citizenship behavior, and job stress among staff of second district of gas transition station with 613 people as statistical society. 150 persons were selected randomly via stratified sampling method. Finally, 124 questionnaires were gathered (return rate: 83%). Participants replied the questionnaires of psychological dimensions of organization (Sami Adel, 2005),¬ organizational¬ commitment (Balfour & Wechsler, 1996), job stress (Eliot, 1994), and organizational citizenship behavior (Podsakoff et al, 1990). Data was analyzed by Pearson Correlation Method and step-by-step regression. The results showed that there was a significant relationship between psychological dimensions of organization with organizational commitment, organizational citizenship behavior, job stress, their sub-scales, and job stress. The regression analysis showed that psychological dimensions of organization can be important indicators to establish and sustain organizational commitment, organizational citizenship behavior, and job stress. The previous studies show importance of these variables for organization and personnel. Thus, improvement of psychological dimensions of organization can be an effective tool to improve attitudes and behaviors to achieve organizational goals.