فهرست مطالب محمدعلی سرلک

The current research was conducted with the aim of designing a model to improve the performance of start-up accelerators and identify its dimensions and components. This research, in terms of its nature and method, is among mixed exploratory research and has a practical purpose. This research includes two qualitative (supercomposition and Delphi) and quantitative parts. In the qualitative part of the studied community, there were 25 Persian and Latin articles related to the improvement of performance in the accelerator, which were selected by census method with metacombination method. The statistical population in the Delphi section included 30 faculty members in the field of management and managers related to start-up accelerators. In the quantitative part, 250 samples of employees of Iranian accelerators were selected using a systematic random stratified method. Data collection was done using the researcher's questionnaire, the validity of which was obtained and confirmed by the methods of construct validity and factor loadings, as well as the calculation of Cronbach's alpha. For data analysis, exploratory and confirmatory factor analysis as well as path analysis were used using spss and smart pls software. According to the results obtained from exploratory factor analysis, 73 questionnaire items are classified into 12 main components and 61 sub-components. The results of confirmatory factor analysis show that 12 human resources components of coaching, management techniques, customer perspective, continuous improvement, support, financial relations, internal processes, business model, program ecosystem, competitors and environment are effective in improving the performance of startup accelerators.

Changing employee behavior is a common challenge for many organizations. When employees deviate from expected behavior, it can be seen as a form of human behavioral entropy, making it difficult to predict their actions. Entropy is a degree of disorder in any system that increases over time according to the second law of thermodynamics. Disturbances may also occur in human behavior when human behavior goes out of stability and moves towards instability, which can be called entropy in behavior. With the appearance of entropy in the behavior of employees, it becomes difficult for managers to control their behavior and the possibility of any behavioral problems in the organization is obvious. Understanding the underlying causes of these behaviors can help prevent problems within organizations. This study is focused on developing a model to reduce employee behavioral entropy within the justice administration system. The research is qualitative in nature, with a statistical population consisting of experts with relevant experience in the field. The research sample was selected using purposive sampling. Qualitative data was collected through interviews and analyzed using thematic analysis. The results of the analysis identified background factors (economic, legal, social, political, and technological), behavioral factors (personality, professional ethics, job passion, impression management, and job satisfaction), and structural factors (structural and process, leadership, work rules and regulations, cultural and educational) as organizing categories and basic categories in the design of the model, focusing on a three-pronged approach to reducing justice administration employee behavioral entropy.

Deviance is a dominant problem in many organizations. The presence of deviance and violation of laws in organizations, especially by managers who are the leaders of the organization, is considered a serious threat to the society and causes loss of public trust in the government and leaves harmful effects. Therefore, in this research, the explanation model of management of managers' financial deviance in the organization is discussed.

This research is based on mixed method. In the qualitative part, the strategy of grounded theory was used, and in the quantitative part, the survey strategy was used. Research data in the qualitative part were collected through semi-structured interviews with twenty experts, managers, academic experts and public organizations. These data were analyzed through the coding process in three stages of open, central and selective coding. In the quantitative part, research data were collected by means of a 187-item researcher-made questionnaire and cluster sampling method among 5 public organizations. These data were analyzed through path analysis and structural equation modeling.

The analysis of the research data showed that individual factors (such as knowledge, awareness, orientation, motivation, personality) and organizational factors (such as goals, structure, culture and atmosphere of the organization and information technology) and extra-organizational factors (such as social, cultural, political factors, economic) as causal conditions affect the meaningfulness of managers' financial deviance and their tendency to deviance, and the emergence of positive and negative consequences is due to the selection of constructive or destructive strategies that managers adopt in opposition to these factors. In addition, contextual factors (such as human resource management system) and intervening conditions (such as preparation, executive factors and monitoring and evaluation) affect the relationships in the research model and have an impact on the implementation of research strategies. Also, quantitative data analysis indicated the fit and approval of the research model.

Any model for managing the financial deviance of managers in public organizations requires appropriate dimensions, components and indicators that have been identified in the final model of this research. The application of this model, its factors and strategies will lead to reducing and controlling the financial misbehavior of managers.

This research aims to identify and introduce the dimensions, components and indicators of the concept of disfavor in the organization, its antecedents and consequences. It aims at designing a model for them. The research is fundamental in terms of its purpose, descriptive-survey in terms of data collection method, and qualitative based on the nature of the data. In order to achieve the mentioned goals, Delphi method was used. To collect the data, researcher-made questionnaires (including 5-choice answers on the Likert scale and an open question for suggestions) were designed. 15 university professors and expert executives were chosen, who were also selected using a targeted non-probability sampling method. The consensus results of the Delphi experts, after four rounds of questionnaires and receiving corrective comments, which finally led to the appropriateness of the model and the combination of its factors, are as follows: the concepts of disfavor has two dimension of psychological-social (with 11 indicators), and physiological-economic (with 8 indicators). The antecedents of a person's disfavor in the organization have three dimensions: individual, group, and organizational factors, which individual factors have five components: “low ability, unbalanced personality, wrong perception and decision, unfavorable values and attitudes, low motivation (a total of 32 indicators)”; group factors includes five components of “wrong team participation, unprincipled communication, inconsistency with the leader, unpleasant political behavior, conflict and deceitful negotiations (a total of 31 indicators); and organizational factors with three components of “inflexible structure, unfair and inflexible organizational culture, inconsistency with change and developments (a total of 11 indicators) reached the consensus of the experts. The consequences of the individual's disfavor in the organization reached the consensus of the experts with the two dimensions of individual consequences (with 7 indicators), and organizational consequences (with 9 indicators). At the end, the model of individual's disfavor in the organization is presented.

Intimacy in the organization, as a relationship or relationship through sharing work demands with others, can solve or prevent many problems. The purpose of this research was to identify the factors that promote organizational intimacy in telework conditions. The direction of the current research is developmental and its methodology is qualitative. The research approach in this study was content analysis and the unit of analysis was word and theme. Using this approach in content analysis, which was focused on words, analysis, description, description and interpretation of supporting theories and empirical texts, data were collected. Also, in this section, the research community was composed of university experts, who used the chain sampling method in the 15th interview to achieve theoretical saturation. Based on the combination of the analysis model of Sandelowski and Baros (2007) and Brown and Clark (2006), the main categories and factors of the research were identified. To evaluate the adequacy of content analysis, theoretical validity was used with the approach of receiving experts' opinions and Cohen's kappa coefficient. By reviewing and confirming the participating members in the validation process and estimating the coefficient of 0.91, the research findings had the necessary reliability and trustworthiness. According to the research findings and network model, three inclusive categories and forty one basic factors are the factors of promoting organizational intimacy. The results showed that behavioral, structural and environmental capabilities in the organization are effective in promoting organizational intimacy in remote working conditions.

In such circumstances where Organizations must be able manage all their resources, the ability of developed organizations relies on the specialized human resources as strategic assets. One of the methods for the fundamental changes and based on organized insights in the field of human resources is to implement a succession planning model in organizations. This research is applied in terms of purpose and qualitative research in terms of execution. The population of this study, including experts with a scientific background and related field in ABFA Semnan Company and the research sample was theoretical (purposive) sampling method. Interviews used in order to collect qualitative data and to analyze the data obtained from the interviews, the content analysis was used. Analysis results showed that identifying the organization's needs and competencies required, identifying skills through the skill repository, training and utilization, evaluation and review as the main categories in designing a succession planning model in ABFA Semnan Company with an emphasis on talent management.

The aim of this study is to validate the model of Individual disfavor in organization in Payame Noor university of west Azerbaijan province. According to the purpose, the current research is an applied one, in terms of the method of data collection it is a descriptivesurvey research and based on the nature of the data it is a quantitative research. For data collection, researcher-made questionnaires were provided to 210 university employees that were selected as a sample from the statistical population of 465 people by using the probability method and stratified sampling according to the volume. Data analysis was done using structural equation modeling and AMOS software. After checking the face and content validity, the construct validity of the questionnaires was validated through confirmatory factor analysis. Then, the proposed conceptual model was examined through path analysis using the maximum probability method, and then the fit of the experimental data was tested with the default model. The results showed that the factor loadings of most of the questions were acceptable and individual factors with a coefficient of 0.41, group factors with a coefficient of 0.30, and organizational factors with a coefficient of 0.38 had a significant effect on the individual disfavor in organization and the effect of the individual disfavor in organization was also significant on the individual consequences with a coefficient of 0.52 and on the organizational consequences with a coefficient of 0.27. Goodness of fit indexes was generally acceptable and the presented model was valid.

Summary Human resources are the most valuable resource of an organization that can shape the competitive advantage of today's organizations to cope with widespread environmental changes. Powerful human resources are the winners of today's organizations. The purpose of this research is to achieve and design a comprehensive human resource empowerment model with the help of knowledge management in the Islamic Republic of Iran Customs. In this study, the qualitative research method (Delphi) was used and the opinion of Islamic Republic of Iran Customs experts and academic experts in the fields of knowledge management and human resources empowerment were used. This method was performed in three rounds and two dimensions, ninety components and sixty-six indices were identified. Also, Delphi process was extracted after removing two-dimensional low-average components, nineteen components and forty-six indices for model design. After determining the weights of each of the components and indices, the highest ranked indices in each component were selected to design the final model and the final model was designed.

The purpose of this study is the Identification of factors which impact on stress-free work in the Islamic Republic of Iran Broadcasting Organization, conceptual model design and Validation model performance.

Design/ Methodology/ Approach: 

Qualitative and quantitative approaches have been used to achieve the objectives of the research. In the qualitative part, using fuzzy Delphi method, the effect on stress-free work was identified. In the quantitative part, questionnaires were designed to validate the conceptual model. The sampling method in the qualitative part was non-probability snowball type and in the quantitative part, random sampling in the limited population. Using Cochran's formula, the sample size of 380 people was determined. The validity of the questionnaire is content validity and its reliability is calculated by Cronbach's alpha. To analyze the experimental data, test the hypotheses and confirm the agreement of the theoretical structurethe experimental structure for factor analysis and path analysis have been used.

Research shows that personal, operational, organizational and environmental factors are effective for stress-free work. Among the factors, effective, organizational, operational and environmental factors are inversely related to stress-free work, but another factor is directly related to stress-free work.

Limitations & Consequences:

 in the early stages, the lack of previous researches, led to the presentation of the initial model based on the researchers inference.

Practical Consequences:

 By implementing this model, in addition to increasing performance, people tend to leave the organization less and their motivation increases.

Innovation or value of the Article: 

To design a stress-free work model, in parallel with examining the factors affecting stress management, the factors affecting job stress were examined; Finally, by combining these two different categories, factors and indicators of stress-free work were extracted based on the inference of the researchers and the opinion of the experts, and then validated; The result of design and validation is a comprehensive and new model that includes the environment, the individual and the organization.

In the world of competition, manpower can be the most important advantage of an organization and the main factor in developing and increasing performance in the collection. Organizations are just trying to create the best facilities for maximum performance and effectiveness. In some organizations, despite the efforts of the organization to provide the necessary facilities for employees, not only the performance does not increase; On the contrary, the phenomenon called organizational climate inversion is spreading in organizations. This study tries to identify the factors affecting the inversion of the organizational climate. The present study is descriptive in terms of developmental purpose and survey method in terms of method of data collection; It has used fuzzy Delphi and Exell software to analyze and achieve its goals. The difference of less than 0.2 between the definitive mean of stages 1 and 2 and the high degree of consensus of experts on the effective factors confirm the validity of the factors being measured. Given that this research has been done to develop a new theory, we have tried to use fuzzy Delphi, experts'' opinion to reduce ambiguity about components and factors and increase the validity of selected factors. The results show that 19 factors affect the inversion of the organizational climate. Based on the results, increase in the of the organization''s hardware factors has been identified as the most important factors affecting the inversion of the organization''s climate. It is recommended that facilities be calculated and assigned to specific individuals to prevent organizational inversion.

Summary Human resources are the most valuable resources of an organization that collect and store in their minds as experiences, experiences, trends, solutions, initiatives, etc. as a knowledge base. When this knowledge was implicitly and explicitly taken out of the hands of the organization and managed, It can be fruitful and can help achieve organizational goals. This happens during the knowledge management process. The process of identifying, producing, disseminating, integrating, and applying the right knowledge at the right time by the right person in the knowledge management organization. This article attempts to describe and define knowledge management and the relationship between knowledge management and human resource empowerment while explaining the impacts of knowledge management on human resource empowerment. Summary Human resources are the most valuable resources of an organization that collect and store in their minds as experiences, experiences, trends, solutions, initiatives, etc. as a knowledge base. When this knowledge was implicitly and explicitly taken out of the hands of the organization and managed, It can be fruitful and can help achieve organizational goals. This happens during the knowledge management process. The process of identifying, producing, disseminating, integrating, and applying the right knowledge at the right time by the right person in the knowledge management organization. This article attempts to describe and define knowledge management and the relationship between knowledge management and human resource empowerment while explaining the impacts of knowledge management on human resource empowerment.

The current study examines the human abilities of managers in the organization and performance in a joint-stock insurance company.

This article was carried out in a descriptive-correlational way and a field form. The statistical population of the research is 68 people, of which 57 people from Morgan's table were selected as a sample. To collect data, three questionnaires, organizations, functions, and human skills are used, the reliability of which is determined using Cronbach's alpha for each of them respectively (α = 0.77, 0.98, and 0.81) and to check the normality of the research Kolmogorov-Smirnov test was used.

Referring to descriptive and inferential statistics, regression analysis, correlation test, ANOVA, and using SPSS software, it can be concluded that human abilities have factors affecting emotional (P=0.046) but not continuous (P=0.726), and human skills have an effect. It does not affect performance (P=0.9633), and the organization affects employee performance (P=0.000).

Originality/Value:

 The human skills of managers have been investigated and analyzed on organizational and performance in Iran Insurance Joint Stock Company, the branch of Hamadan province.

The aim of this study was to identify the indicators of staff competency development in the center of evaluation and development in the judiciary affiliated to the judiciary in Yazd province. This research is a descriptive study with applied purpose and has been done in a mixed way (qualitative and quantitative). First, by reviewing the literature on the subject of research and then by Delphi method, indicators of employee competency development in order to create a center for evaluation and development are identified and in the next step, using interpretive structural modeling, relationships between dimensions and indicators are determined and analyzed. Is located. Based on the research literature and Delphi method, 7 dimensions and 32 indicators were identified. The main dimensions are structural factors, contextual factors, behavioral factors, factors related to the characteristics of evaluators, competency indicators, characteristics of those evaluated and competency assessment tools. The results show that in model leveling, competency assessment tools were identified in the first level as a dependent variable and structural factors in the sixth level as an independent variable. It is suggested that the improvement of structural factors that are the basis of the model be given priority and in accordance with the set indicators, measurement tools be developed and used for the development of employees and managers.

The aim of this study was to "design a model for the development of employee competence using the Center for Evaluation and Development." This research was an exploratory study with an applied purpose and in a mixed form. First, by reviewing the literature of the research subject and then by Delphi method, the dimensions and indicators of staff competency development were identified and in the next step, the implementation of structural equations was performed. The statistical population in the qualitative field includes 14 experts in the field of human resources and in the quantitative part includes all employees of the judiciary affiliated to the judiciary of Yazd province to 650 people and using Cochran's equation, 241 people as a statistical sample randomly selected Were. Based on the research findings, for the proposed model, 6 dimensions and 32 identification indicators and the main dimensions of the model including structural, contextual, behavioral factors, factors related to the characteristics of evaluators, characteristics of the evaluated and competency assessment tools were identified. It is related to the dimensions of "contextual factors" and "behavioral" and the lowest dimension is related to the "characteristics of evaluators". It is suggested that in order to develop human resources and assess the competencies of the employees of the studied devices, the implementation of the evaluation center is on the agenda and in order to develop the competencies of the employees, attention should be paid to structural, contextual and behavioral factors. Establishing the establishment of the proposed model is helpful.

Stress as a common disease of the present century, is known as one of the effective factors in reducing productivity, physical and mental health of human resources. There has been sparse research on the factors affecting job stress and its impact, but unfortunately so far, no comprehensive and coherent research has been done in this field. This article with the aim of creating a framework for eliminating or minimizing employee stress in jobs stress intends to rank the factors influencing stress in broadcasting after identification, according to importance.This research is methodical, survey, according to the purpose, applied and descriptive- exploratory in nature. In first step, factors causing stress is identified by the library study method, then Fuzzy delphi method is used to confirm the identified factors. In the third step, the data that identified and confirmed were weighted and ranked through hierarchical analysis techniqueResults showed that among the main factors, the operating factor has the highest weight and organizational, individual and environmental factors in the ranks, respectively. Are next. Job overload and complexity of operating factors, job security of organizational factors, increasing resilience of factors individuals and competitors' pressures from environmental factors had the greatest weight in total Job overload and complexity with 0.0944 greatest and organizational support with 0.0219 scintilla impact had on each criterion.

This Research aims to identify the challenges in evaluating the productivity of knowledge workers and rank according to importance to inform managers about the challenges and contribute to improving the productivity.

In order to identify the challenges of evaluating the productivity of knowledge workers, the fuzzy Delphi method has been used to consensus of experts in knowledge-based companies and to rank the challenges, the fuzzy analytical hierarchy process method has been used.

Twenty-five challenges were identified and ranked using the opinion of experts.

The results show that the component of "lack of standard and repetitive actions and activities in the work of knowledge workers" is the most important challenge for managers to evaluate the productivity of knowledge workers.

Organizational vitality is very important in achieving the goals of organizations and identifying its various dimensions can help organizations to create and strengthen it. Considering the rationale of the three-pronged model in the study of phenomena, this study was conducted with the aim of "providing a three-pronged framework for organizational vitality." In this research, the Meta-synthesis method has been used to achieve a deep understanding of organizational vitality. First, based on a protocol with 4 criteria, articles were searched in the field of organizational vitality and its constructive factors, and then, by validating the selected articles, finally 29 articles were finalized and the constructive factors of organizational vitality were extracted in them. Finally, the building blocks of organizational vitality have been organized in three dimensions: content, context and structure. Structural dimensions of organizational vitality such as improving work rules and regulations, improving organizational structure and more flexible structures, uplifting structural mechanisms, strategic human resource management, high employee performance and productivity, etc. content (behavioral) dimensions Organizational vitality dimensions such as optimism for the future, extraversion, physical and mental health, trust between managers and employees, conflict management, positive thinking, increasing the level of employee belonging, using a flexible structure, etc. and finally Dimensions of organizational vitality including organizational culture of interaction, efforts to change organizational culture with a happy and dynamic approach, fit of employees' culture with organizational culture, culture of flexibility and adaptation, interest in work, etc. have been identified. This framework can be used as a new framework in the field of three-dimensional framework (context, content and structure) of organizational vitality after validation and testing among different organizations.

The aim of this article is to design a charismatic organization model for IRIB by considering the causal conditions, underlying factors & existing interveners. This research is opting to concentrate on theoretical framework of charismatic organization management, and tries to answer this question that: How can a media organization present itself as a charismatic organization to become distinguishable? To achieve this, by using a qualitative methodology and systematic data mining, journalists, senior managers & faculty members of IRIB were interviewed. By an approach of theoretical sampling, helping us to have access to key concepts and their impacts, data repeating was continued. On the whole, 74 concepts in relation to issues of systematic data mining were extracted. According to outcomes, Trust, Transparency, Innovation and Social Capital play a pivotal role in relation to other issues & sub-issues. Amidst these, Social Capital has sub-categories such as: Organizational Culture, Sense of Responsibility, Job-fit, Trust Building and self –governing teams. The casual conditions and factors are: Organizational Structure, Organizational Mission & Nature, Concepts Reform, Designing Think Tanks, Manager’s Commitment and Convergence. These are the key elements being counted. Supervisory approach of the constitution, the intervention of governmental institutions, taste, the extent of popularity in internal levels & among audience, and the nature of vertical management are the obstacles of verifying charismatic model for this media organization.

Nowadays, the importance of knowledge management and its impact on various aspects of the organization, including the position of the organization among competitors and gaining a competitive advantage, is increasing. In today's competitive environment, employees who create knowledge and use it to develop the organization and provide better products and services have a significant impact on the productivity of organizations and the organization's position among competitors. Therefore, efforts to increase the productivity of knowledge workers and identify the factors affecting it can have a significant impact on the success of organizations. Although uncertainty in global markets has made it difficult to evaluate accurately the productivity of knowledge workers, an attempt is made in this research to respond to the existing uncertainty by using multi-criteria decision-making methods in a fuzzy environment. To this end, the Delphi method is used to determine the key criteria as viewed by 12 experts of knowledge-based companies and the best-worst fuzzy method is used to evaluate the weight of the Knowledge workers’ productivity criteria. The results show that among the criteria of knowledge workers productivity, the “work conscience, commitment, and responsibility” is the most important criteria for the evaluation of knowledge workers’ productivity. This means that if an organization wants to improve its productivity through its knowledge workers, it must have employees in its organization who are committed to organizational issues to be able to improve the organization's productivity and increase the organization's ability to compete in global markets by solving problems on time.

Most Management Scientists believes that “Human Resource” is considered to be an organization’s most important and challenging resource. One of the most critical and complicated duties of the top management is to establish justice in order to retain the required human resources within the organization. Thus the present research was conducted to design and determine a justice-based active human resource persistence model. This Study is an exploratory research using a combination of sequential exploratory (qualitative - quantitative) method. In the qualitative phase Delphi method and in quantitative phase survey-based research method was put into use. In order to collect dada, open questionnaires were utilized in the qualitative phase and closed questionnaires were utilized in quantitative phase respectively. The analysis method was data encoding in qualitative phase and structural equations method in quantitative phase using AMOS software. In the first phase (qualitative phase) the statistical population included 20 experts totally familiar with the research subject and in the second phase (quantitative phase) 377 of Alborz Power distribution company employees. The result indicated that Alborz Power Distribution Company’s justice-based human resources persistence factors are: individual factors, intra-organizational factors, extra-organizational factors, environmental factors, commitment and sense of justice. Moreover, the intra-organizational, extra-organizational, and individual factors influence the sense of justice so that it impacts the organizational commitment. Sense of justice and commitment both affect the persistence of human resources. The environmental factor also plays a moderating role between the human resources persistence and the perceived sense of justice.

This study is a descriptive survey approach to design and explain the model of the organizational social networks in the branches of Saderat Bank of East Azarbaijan Province. Research shows that one of the best ways for an organization to grow is to build and develop internal communities in the digital world; however, recent studies show that the use of these networks has not been as successful as expected. For this purpose, 14 main components of the organizational social network were extracted from the literature and then the main components in the banking contexts were extracted through the Delphi method with the presence of 30 university professors and industry experts. Then, the conceptual model of the organizational social networks in the banking industry was identified and drawn from the 7 main components. Then a questionnaire was prepared to test the hypotheses and the reliability and validity of the questionnaire were evaluated through Cronbach's alpha tests and confirmatory factor analysis. Finally, the hypothesis test for 7 hypotheses was performed through path analysis and structural equations and then, the conceptual model was confirmed. The results showed that the main components of organizational social networking are teamwork atmosphere, advanced technology, flexible structure, specialized human resources, and competitiveness, all of which have a significant relationship with organizational social networking. There is also a significant relationship between the use of organizational social networks and communication empowerment and customer relationship management.

The present study seeks to identify and investigate the consequences of using showcase performance style in public organizations in Mazandaran province. This research is a combination of research (qualitative and quantitative). In the qualitative part, the grounded theory is used. In order to collect data, in-depth interviews were conducted with managers and employees of public organizations in Mazandaran province using theoretical sampling using snowball technique. Over time, the researcher subtly observed the behaviors of people who had a showcase function in order to obtain richer data. Showcase performance style support theories have also been used. This process continued until the responses reached saturation (with 14 interviews, 6 observations, and 7 support theories). In the quantitative part of the research, structural equation modeling was used to perform statistical analysis to test the obtained data. From the analysis and coding of data (qualitative) and using the method of structural equations (quantitative), two categories and six subcategories were identified as consequences of using the showcase performance style. The two main categories are: organizational consequences and individual consequences. And subcategories such as reducing productivity and efficiency, increasing corruption and reducing creativity and innovation, reducing job satisfaction, reducing job motivation and reducing employee Spirit.

In the last two decades, there has been a question of how can a successful organization be modeled? To answer this question, the concept of "organizational DNA" has been suggested. "Organizational DNA" is a tool for analyzing and recognizing the difference in the behavior and personality of organizations, and many of the behavioral practices, actions, and organizational structures affected by it. The main question in this study is what are the factors that influence the modeling of successful parts of an organization?  Therefore, the purpose of this research is to propose a model for organizational DNA in the IRIB.

In this study, the qualitative data method of the foundation was used and 30 national media managers were selected and interviewed to collect information. The organization's archival documents and resources were also used. Then, the data analysis of this research was done through open, axial and selective coding.

In this study, 312 extraction codes and 4 main (selective) axes of decision-making, selection and method of using motivational factors, organizational structure and communication networks, information and organizational knowledge were identified, each of which is influenced by axial factors.

By managing the key factors identified in this research, the organizational DNA of the IRIB and its weaknesses and strengths are identified and managed and implemented in order to realize organizational goals, such as benchmarking successful areas and improving the quality of radio and television productions.

Organizational rip currents are a phenomenon that affects epidemic state management and the pillars of all government agencies. But the behavior of corporate managers can be effective in modifying this phenomenon. Therefore, considering the importance of managers' behavior in organizational rip currents control, this study was conducted with the aim of designing a model of professional behavior for managers facing organizational rip currents at Payame Noor University. In this study, seven categories of variables affecting the behavior of managers were identified through a comprehensive research literature review as well as the use of experts’ opinions. Then, using the Interpretative Structural Modeling (ISM) technique and a questionnaire, the variables were classified into five levels. Later, after determining the levels of each factors and also considering the final accessibility matrix, the final model of the interpretation structure was drawn. Based on the results of this study, variables such as ethics and managerial expertise and the changing environment of the organization are among the factors that have the most impact on the professional behavior of managers in dealing with organizational rip currents.

The purpose of this study was to identify knowledge Intensive Business Services of Qom Water and Wastewater Company. In this Delphi study, after reviewing previous research and examining the upstream documentation and infrastructure at ABFA, the areas of knowledge associated with a description of business services were identified. The results of data analysis showed that the areas of knowledge creation, upgrading and development of water and wastewater facilities, center of supervision, operation and maintenance of facilities, sales and customer service to be considered as a top priority and supply and support management, human resources management, management Financing, partner relationship management, developing management systems for review were the second priority. The processes and knowledge activities of each field were also identified and presented in separate business services.