فصلنامه فرایند مدیریت و توسعه
سال نوزدهم شماره 1 (پیاپی 64، پاییز و زمستان 1384)

Devising a comprehensive employment plan and determining factors impacting this plan entail recognizing key factors contributing to the overall success of employment generation efforts in the industrial sector: As numerous factors affect this process، it would be impossible to reach the abovementioned objective without a scientific and meticulous attempt to define key factors in this area. The present research has been conducted in the industrial sector of the East Azerbaijan province. Research findings yielded one hundred factors affecting employment in this sector. These factors were then grouped in ten categories using the factor analysis technique. The study found that «improved management in the industry sector» has a major effect on employment generation.

‍Competent and efficient manpower fosters any given societys development and advancement and، as such، plas a pivotal role in any organization. Highly qualified workforce insures that organizations succeed and reach their goals. Management hinges on manpower and operative systems. As human beings run the operative systems. As human beings run the operative systems، the workforce is deemed as the most important asset of any organization. Perceptive managers are well aware of the fact that the more they invest on manpower development their organization''s efficiency and superiority. Manpower also plays a prime role in the health and treatment system، since the workforce leaves a dramatic impact on the people and the community''s health. Adopting a systematic outlook and using effective measures to recruit، retain، train، and optimally utilize the manpower enable the human resources to provide the sector with dedicated personnel. Human resource management also embarks on performance management. By adopting a systematic approach toward determining strategic objectives، defining the parameters، collecting،analyzing، utilizing، and reporting the inputs and using these data، performance management ultimately leads to improved performance in the organization. Performance management is a process which calls on the employees and executives to interact in relation to executive objectives to interact in relation to executive objectives، accountability، and developmental activities to boost future skills and performance. Today، Performance management utilizes diverse models and tools. Designing and enforcing the performance management plan entails following a specific academic plan and model، linear input and output model. Understanding the performance management models and tools can lead to improved performance in the organization and enhanced efficiency and competence. This article will review and compare these models.

The present research has been conducted to determine the organizational structures of the country's banking system and how it operates in five major domestic banks: Tejarat, Sepah, Saderat, Mellat, and Melli banks. Data needed for the study is obtained from these five banks which made up 80 percent of the Iranian banking system in 2001 in terms of numbers of branches and employess. The current study is developmental in objective, causal-descriptive-comparative and practical in approach. Data was collected using questionnaires about designing the banks in accordance with the employee's preferences and the bank's exsting features from the organic and mechanic perspectives. Data analysis was done using mean distribution, improving the factors, and Friedman's non-parameter test to accept or reject the existing features of Iran's banking system. The findings indicate that Tejarat Bank had the highest employee staisfaction rate standing at 37.62. With a 22.96 satisfaction rating, Saderat Bank showed the biggest gap with the mechanical structure and as compared to the other banks enjoyed the highest organic level. The five banks in this study ranged between 32.86 to 20.3 which indicate a blend of the mechanical and organic systems based on each bank's type of work.

Stress is a major outcome of daily routines of employees of both public and private organizations. Stress holds a special place in discussions pertaining to the organization, since it often inflicts heavy costs on the organization. The aim inflicts heavy costs on the organization. The aim behind the present research is to identify factors reducing stress in Tehran's National Oil Products Distribution Company, as well as determining how to increase resistance against stress in the organization. The research aims at answering questions such as what factors reduce stress in Tehran's National Oil Products Distribution Company? What are the variables forming the exploratory model of reducing stress and what role does each play in establishing the model? How are these factors categorized? This research is descirptive and uses random selection. The study focuses on 1,037 employees of Tehran's National Oil Products Distribution Company, of whom 320 were chosen as the test group. Questionnaires, data collection tools, and factor analysis model were the most important tests used in this study. Cronbach's Alpha approach was used to test the questionnaire's reliability, and its validity was determined based on the theoretical model, as well as, consultation with experts and limited distribution of the questionnaires. Findings indicate that five factors contribute to reducing stress among the employees of Tehran's National Oil Products Distribution Company. These are in order of their importance: reducing employee's concern about their future, increasing employees, involvement in decision increasing employees, involvement in decision making, focusing on the employees, work and skill levels, boosting meritocracy in the organization, and implementing time management.

In today's rapidly developing world, the success of organizations in reaching their goals and optimal performance level is inextricably linked with their ability to go along with a changing environment. As such, adopting strategies that would insure the organization's survival hinges on an effective management that recognizes environmental factors. This article aims at studying and analyzing that impact of environmental factors, especially those related to national culture, on the work ethics in the organizations and ultimately on shaping countries. A framework has been made which not only explains these features but also determines how they impact the process. Studying the environmental features and differences of developing and developed countries and relying on empirical studies in this field yields the conclusion that management models that emerge from the national cultures can insure the efficiency and success of organizations in the developing states. As such, it is exigent to identify and devise the practical and theoretical dimensions of ethnic management models as a research requirement at the national level.

Conflict is inevitable in the organization. Neglecting confliction. Neglecting conflict will result in adverse political, social, and economic impacts,destroying the organization's balance and dynamism. The ultimate aim of the present study is as follows: assessing the status quo and measuring the job conflicts among employees of state-owned bodies evaluating the organization from the three dimensions of formality, complexity, and concentration studying the relationship between conflict and each one of the three dimensions of formality, complexity,and concentration determining the impact of each factor on conflict The present research divides the factors leading to conflict into individual,collective,and organizational and presents an inferential model for measurement. The Dobrin questionnaire model has been used to assess conflict. Subjects were from 25 state-owned bodies in Astara province. To assess conflict, 110 questionnaires were given to employees and to assess the dimensions of structurd, 25 questionnaires were given to the managers using the multi-level selection model. 97 or the 110 questionnaires given to employees and all the ones given to the executives were filled and returned. The reliability of the guestionnaires was determined using Cronbach's Alpha method, and the validity was determined using variance analysis. Data analysis yielded 4 categories for conflict, complexity,formality, and concentration for each institution. These were evaluated using the multiple variable regression, F test, and T calculation, as well as determining the importance and meaningfulness of the research hypotheses. Findings are as follows: In general, there is a relationship between the organization's structure and level of conflict. Job conflict is higher in state owned bodies because of higher job positions, more hierarchies, more locations. Job conflict increases with increased rules, regulations, as well as written directions on how to do the job and abide by the standards. There is little connection between concentration and conflict on state-owned bodies and cannot be generalized for the entire population Complexity, concentration, and formality respectively have the highest relationship with conflict.

This article attempts to conduct an all-embracing survey of the learning organization, as well as its philosophy, principles,tools, and implementation methods to create fit conditions to enforce it to foster development in the organization. A study of the historic roots of this approach indicates that issues such as organizational learning, systemic outlook, and individual and social psychology play a major role in creating this approach. The philosophy behind this approach is to offer continual learning for the employees to identify the needed environment and create compatibility between the organization's strategy and this environment. This approach is founded on the principles of systemic outlook, empowerment, free thought, collective work and leadership. No specific tools have been determined to enforce this approach in the organization. Hawever, any approach that would advance collective advancement will have a major role in this area.