جستجوی مقالات مرتبط با کلیدواژه "army of the islamic republic of iran" در نشریات گروه "علوم انسانی"

The military operations that have taken place in the past few decades around the world and around our country have been carried out in a joint and composite manner, and in such operations, the command and control system has had a very special and influential position. Therefore, in order to neutralize the actions of the enemy, efficient defense and effective countermeasures require military learning in the army with a command and control approach in joint operations. The main problem of the current research, which is derived from a group study with the same title in Dafos Aja: "Lack of a suitable model of the command and control system in AJA joint operations" and the general goal of the researchers was to present a model of the command and control system in AJA joint operations. . The results of the research indicate that the model of the command and control system in AJA joint operations has three dimensions (command and management, collection and technology, information and communication), nine components and forty four indicators. The studied community includes the command and control system in AJA and all the documents related to command and control in AJA joint operations. The type of applied research that is mixed with descriptive-analytical method and approach. The statistical population includes experts working in the N.M. General Headquarters, H.H. (S) central headquarters, Aja headquarters, three forces and Aja defense headquarters

An important challenge that has been faced in recent years due to the significant decline in the young population, especially in developing countries, is the quality of work life of soldiers, which is one of the most influential factors in voluntary military service by young people and high productivity that can increase empowerment. Be military and defense to maintain the security of the country. There is currently no pattern in this regard; Therefore, designing this template is essential. This study was conducted to provide a model of quality of work life of soldiers in military centers. To achieve this goal, a case study and a qualitative research method have been used. The statistical population of the study included all commanders and personnel of the Army of the Islamic Republic of Iran. Using snowball sampling, 30 people, including 12 university experts and 18 commanders and human resources managers, were studied. The method of data collection was field and the tools of data collection were library studies and semi-structured interviews. To obtain the validity and validity of the data, two methods of reviewing participants and reviewing non-participating experts were used. The analyzes are in three stages, code, axial coding and selective coding, which indicates 49 general categories. The research findings showed that the obtained model can be used as a scientific theoretical study for the quality of work life of soldiers in military centers

Officer universities, as the center of education and training of officers who will be commanders and officials of the Islamic Republic of Iran Army in the near future, part of the preservation and protection of the interests of this organization depends on the correct insight and analysis of these officers from news sources. Therefore, the purpose of this research is to improve the media literacy of the students of officer universities of the Islamic Republic of Iran Army. This research is qualitative content analysis with a summarizing approach in terms of its practical purpose and method. The researchers used the terms of media literacy promotion directly and indirectly with the tool of interviewing 9 experts in the field of media in the Islamic Republic of Iran Army in order to create thematics based on it. Conduct interview analysis in MaxQDA software and by coding the interviews, determine the categories and during a specialized meeting with the same experts, the factors of media literacy promotion of the students of the officer universities of the Islamic Republic of Iran Army in 2 dimensions, content production with components: 1. official content, 2. content Informality and the second dimension, content consumption, were categorized with the following components: 1. media knowledge, 2. critical thinking, and 3. exposure to the media, and by using the coefficient of content validity including CVR and CVI for each category, the categories were revised or deleted.

The aim of this study was to identify and explain the antecedents and consequences of organizational integrity using the fuzzy Delphi approach in the Army of the Islamic Republic of Iran. And the method is descriptive-survey. The statistical population of the present study is the qualitative section of military management professors. Sampling in this study was done purposefully and 17 people. The statistical population is a small part of the military officials, which was determined using the non-probability sampling method available at a sample size of 29 people. In the qualitative part of the study, a semi-structured interview was used to collect information, the validity and reliability of which were confirmed using CVR and Kappa Cohen test. Content and retest confirmed. In the qualitative part, the data were analyzed using Atlas.ti software and coding method, and the antecedents and consequences of organizational integrity were identified. Findings indicate that transparency, supportive organizational climate, job security as the most important factors in creating organizational integrity and increasing creativity and innovation, commitment and loyalty, organizational trust, competitive advantage are among the most important consequences of organizational integrity in the Islamic Republic Army. They are from Iran. Having transparency, supportive organizational climate and security in the organization increases the areas of integrity in employees and encourages employees to adhere to ethical principles. Employee creativity, innovation and performance increase when employees behave honestly and adhere to the ethical principles and values of the organization.

The purpose of this research is to determine the factors affecting the media literacy of students of officer universities of the Islamic Republic of Iran.

This research is a mixed method (qualitative-quantitative) in terms of its practical purpose, and the factors affecting media literacy were calculated by interviewing 8 media experts in the Islamic Republic of Iran Army.

Factors affecting media literacy in 2 dimensions, content production with components: 1. Official content, 2. Informal content and the second dimension, content consumption, with 1. Media knowledge, 2. Critical thinking and 3. Encounter with the media. were categorized

The results of the findings of the qualitative part were presented in the form of reflecting assumptions and in the Smart pls software, after confirming the validity and reliability of the internal and external model in the community, they were tested quantitatively, and the findings of the path test also showed that the official content with a path coefficient of 0.830, Informal content with a path coefficient of 0.772, media knowledge with a path coefficient of 0.786, critical thinking with a path coefficient of 0.864, and exposure to media with a path coefficient of 0.830 affect the media literacy of students of officer universities of the Islamic Republic of Iran.

Emerging of biological-viral crises in a wide range such as Covid-19 has made serious issues in the field of human capital management for the organizations. In such a situation, the development of leaders so as to effectively manage employees is of great importance. Thus, the current research aims to identify leadership development strategies and investigate the its effects on army's human capital management in bio-viral crises.

This research conducted based on a mixed approach (qualitative-quantitative) and during a descriptive-exploratory study. The statistical population for the qualitative stage includes experts (senior managers of deputy of human resources of headquarters and their four forces as well as expert professors of AJA organizational universities), and for the quantitative stage, employees of the mentioned deputy of human resources with at least a bachelor's degree. Data was collected by the purposeful method up to the theoretical saturation with the number of 15 people in the qualitative stage and by stratified random sampling with 169 people by calculating Cochran's formula in the quantitative stage. The data collection tool in the first stage includes a semi-structured interview and in the second stage includes a 50-item questionnaire to measure the relationships between research variables. Qualitative data analysis conducted by thematic analysis method and quantitative data was analyzed through structural equation modeling.

The findings indicated that leadership development strategies in bio-viral crises include behavioral development strategy (i.e., improving self-awareness, interpersonal cooperation, perceptual skills, leadership thinking and recognition of contributions), structural development strategy (i.e., distribution of leadership structure, segmentation of talents, value architecture and organizational structure architecture) and contextual development strategy (i.e., forecasting and analyzing the environment, promoting risk-taking, expanding effective communication with other leaders, and environmental analysis). Besides, the effectiveness of behavioral, environmental, and structural development strategies were the most effective ones to affect Army’s human capital management respectively.

It is concluded that in order to effectively manage human resources in the upcoming bio-viral crises, it is necessary and effectual to focus on the behavioral development of commanders and managers. The developmental strategies introduced in this study could be helpful in this issue.

Nanotechnology, which involves making materials, fragments and useful systems by controlling them on a nanometer scale (10-9 m) and exploiting the new characteristics and phenomena are achieved on that scale. As an emerging technology that has the ability to evolve in all existing technologies of the world for the next 15 years, It is now considered as an important issue of all organizations, and in particular the military organizations of the world, while taking advantage of the opportunities of this technology (such as: reducing weight, volume and size of equipment with increasing strength and efficiency, protection, defense and detection in The combination of chemical and biological agents, the acquisition of intelligence dominance and smart intelligence, increasing power and energy, and the upgrading of the performance of future soldiers and warriors) are also known to threaten the exploitation of other competitors and do not be surprised by enemies actions. In such an environment, having strategies for using nanotechnology in the Army of the Islamic Republic of Iran is one of the basic and strategic needs of the Islamic Republic of Iran Army Technology Management. In this research, which was conducted descriptively and through expert meetings, the internal and external armed forces of the Islamic Republic of Iran and important documents related to nanotechnology in the Army of the Islamic Republic of Iran eventually compiled 22 strategies and prioritized these strategies by experts. Five priority strategies have been developed and the use of nanotechnology in the Army of the Islamic Republic of Iran has been presented.

Employees can perform their tasks well when they have the necessary skills, knowledge and ability to know the goals of the organization well. One tool that can help managers in this regard is the process of psychological empowerment. The present study examines the dimensions, components andindicators of an effective model of psychological empowerment of AJA university staff from the perspective of experts of this organization. The research was applied in terms of purpose, qualitative in terms of approach and descriptive in terms of research method. The statistical population of the study consists of all DAFOOS AJA experts in the field of psychological empowerment who have a thorough knowledge of the organization and its goals and tasks. The sampling method was purposive and the number of samples continued until the theoretical saturation (in this study, the theoretical saturation was 10 experts). The assessment tool was a semi-structured 60-item questionnaire that was collected by the researcher, which was collected after reviewing the previous findings and then sent to the experts in two stages using fuzzy Delphi technique, and finally 61 final questions were obtained. Findings indicate that the effective model of psychological empowerment of AJA University staff, consisting of 3 dimensions of individual, organizational, meta-organizational and 12 components of personal traits, mental health, belief, moral, special abilities, management strategies,Organizational culture, organizational structure, cultural - social, economic, political-legal and technological.

The human capital productivity of the Islamic Republic of Iran Army has a key and central role in achieving efficient and effective defense-security readiness to carry out the assigned missions and achieve the expected results by using the existing inputs of the defense sectors and the inputs available in the national and international environment. In the current research, the modeling and simulation of the productivity of AJA human capital has been taken into consideration, and in the continuation of the identification and prioritization of policies to improve the productivity of AJA human capital (emirs and senior officers), it has been examined, explored and studied. For this purpose, after reviewing the literature, first by using the data available at the AJA level and with the participation of AJA human capital development policy makers, a dynamic model of AJA human capital productivity was designed and after validating the model, the behavior of the key variables of the model in the ten-year simulation horizon (1410- 1400), was analyzed.

This research is exploratory in terms of compositional approach, in terms of purpose, the data of which were collected through interviews with 27 experts selected by the method of snowball in 1399. The present model has been tested using factor analysis techniques. The data of this research have been collected through a library survey and a questionnaire. The statistical population of this research is all the employees of the Army of the Islamic Republic of Iran. In this study, experts' opinions were used to identify the components of soft power in the army of the Islamic Republic of Iran. Four basic components for soft power were identified, which are: 1- Political and national dimension 2- Media 3- Cultural- 4- ManpowerThis research is exploratory in terms of compositional approach, in terms of purpose, the data of which were collected through interviews with 27 experts selected by the method of snowball in 1399. The present model has been tested using factor analysis techniques. The data of this research have been collected through a library survey and a questionnaire. The statistical population of this research is all the employees of the Army of the Islamic Republic of Iran. In this study, experts' opinions were used to identify the components of soft power in the army of the Islamic Republic of Iran. Four basic components for soft power were identified, which are: 1- Political and national dimension 2- Media 3- Cultural- 4- ManpowerThis research

In this research, it has been tried to determine the factors that increase the creativity and organizational learning in AJA at the same time among the various factors that affect the success of knowledge management. Therefore, seven factors that are common to the key success factors of creativity and organizational learning were examined. The present study aimed to determine the key factors of knowledge management success to increase both creativity and organizational learning in the Army of the Islamic Republic of Iran. This research is descriptive-survey in terms of applied purpose and its implementation method and based on quantitative analysis approach (structural equations). The statistical population of this study includes 850 elites, administrators and university professors at the level of the Army of the Islamic Republic of Iran. Using the Cochran method, a sample of 265 people was selected by stratified sampling. Data analysis was performed through statistical tests and structural equation model analysis using SPSS and LISREL software. The results show that among all seven key factors of knowledge management success (organizational culture, knowledge sharing, reward allocation, information technology, senior management support, human resource management and knowledge-based strategies) that increase organizational creativity and learning , Only two factors of knowledge-based strategies and human resource management have simultaneously increased organizational creativity and organizational learning in the Army of the Islamic Republic of Iran.

Advancement in the field of having a specialized workforce and advanced technologies in advancing the mission and improving the level of combat capability and improving their performance requires the use of knowledge management and the existence of a system in which organizational knowledge can be easily created, acquired and stored. Use the flow of various activities of military organizations. Accordingly, the Army of the Islamic Republic of Iran, in order to advance its goals regarding knowledge management, needs a comprehensive, complete, practical and appropriate model in line with its strategic goals, which in this study intends to achieve this based on its vision and mission. Therefore, the present article seeks to explain the environmental factors affecting the development of knowledge management strategies of military organizations. This research is of applied type and in terms of nature and method of conducting it based on descriptive-survey method, it is consistent with the mixed data analysis approach. For this purpose, by reviewing the literature and background related to this field, to study the development of vision and knowledge management mission, development of internal and external environmental factors affecting the development of knowledge management strategy and their prioritization in military organizations through SWOT analysis. The TOPSIS matrix was developed using SPSS software.The results show that the current state of knowledge management in military organizations is aggressive, based on which knowledge management strategies in military organizations were developed and prioritized.

This paper aimed to localize the joint operation planning process of the Army of the Islamic Republic of Iran by identifying and determining the steps of the local AJA joint operation planning process and the actions of each step so that commanders, officers of the Joint Staff and joint operation planners can use it. In this study, interviews and questionnaires were used to collect data. The results showed that 96.8% of the sample population believe in seven steps: mission, formation of joint command and staff, development of decisions, analysis of tactics and war game, decision and strategy of the commander, preparation of plan or order, review, approval of plan or order, and the actions associated with each of these steps are effective in the native process of planning AJA joint operations.

Strategy is widely used in management issues in various economic, political and social fields, especially military, and is considered as one of the important elements related to management and is the basis of managerial decisions, so that it can not be considered separate from management, or successful management. , Is often the result of developing appropriate strategies. The main purpose of the research is to formulate logistics strategies (readiness and support) for joint operations of the Army of the Islamic Republic of Iran. This research is of applied development type and descriptive method with analytical approach. The sample size is 86 people and the method of data collection is field and library. A questionnaire with 133 questions was used to complete the research. Accordingly, out of 133 factors that were identified and consolidated for formulating logistics strategies of AJA joint operations, 33 factors of weakness, 22 factors of strength, 21 factors of opportunity and 57 factors of threat were identified in the form of 9 components of internal and external environment. Finally, the strategies were developed using the SWOT technique and their prioritization was determined using the Tapsis method. By analyzing and determining the strategic position of the organization and analyzing the gap, AJA is in a defensive-oriented defensive position. Therefore, 14 strategies were formulated and suggestions were made to move from the existing position to the desired offensive position.

This study aimed to identify the management skills of operational commanders of the Army of the Islamic Republic of Iran. Participants in the study were all managers and commanders of one of the units of the IRA Army who were selected using the snowball sampling method. A semi-structured interview was used to collect data. Based on the results obtained from data analysis, 127 open codes were identified which were classified into 29 sub-categories, 13 main categories and 6 main levels including causal conditions, axial phenomena, contextual conditions, intervening conditions, strategies and consequences. Based on this, the managerial skills of operational commanders were determined as follows: Technical skills with two components of job skills and consequentialism (performance management), human skills with four components of people management, social intelligence, change leadership and sustainability and responsiveness and perceptual skills with two components of decision-making capabilities and insight skills. The model presented in this research can be used to determine training needs, performance appraisal and appointment and promotion of operational commanders.

The Iran-Iraq war officially began at the end of September 1980 by the Ba'athist regime in Iraq. In the early days of the war, the Iraqi army managed to occupy parts of the territory of the Islamic Republic of Iran. Although the start of the war by the Iraqi army was predicted by the military experts of the army, but due to the indifference of the political authorities, and for any other reason, the aggressive action of the Iraqi army was not prevented. At the same time, according to the constitution, the army of the Islamic Republic of Iran is responsible for and defends the territorial integrity and protection of the country's independence. For this reason, the army commanders took actions in terms of staff and operations, which is the subject of this article. In this article, the author has tried to briefly explain the staff and operational actions of the IRA Army after the Islamic Revolution until the end of the first year of the war, which were carried out by the commanders of the first generation of the army after the Revolution.

The main objectives of this study are to analyze the events of the first year of the war on the southern front, to reveal the causes of the Iraqi army's failure to achieve its declared goals of aggression and the consequences for the Ba'athist regime in Iraq and the armed forces and the Iranian people. To this end, the strategy and defensive actions of the Army of the Islamic Republic of Iran in the grounding of Iraqi forces were examined. The findings of the study show that the army of the Islamic Republic of Iran, despite the lack of sufficient cohesion, which was the result of the revolutionary conditions in the country, at the beginning of the war, was able to prevent the invading forces from advancing and ground them in the occupied territories. This, in turn, paved the way for the expulsion of the aggressors in later years.

Military planning is a decision-making process that begins with the receipt of a mission, and the set of activities of the commander and staff, taking into account resources and ways of working, to prepare plans or operational orders and achieve the set goals. Planning is actually a roadmap for military operations to achieve a goal. Therefore, this study was conducted with the aim of identifying the major factors affecting the planning of military operations in the coming war with a classical approach to provide a viable framework for military planning and to be used by commanders, staff officers and planners of operations. The results showed that 94.4% of the sample population believe in the dimensions of the principles of war, combat capability, basic rules of combat, ground combat systems, and creativity and innovation with relevant components and indicators in planning military operations in future wars with Influence the classical approach.

The implementation of joint operations will increase the overall demand and provide the necessary measures and action in the future. The planning and implementation of joint operations is the result of the integration of the combat capabilities of the four AJA forces, which are completely different in terms of organizational culture, management, operational space and specialized environment, and coordination between them is necessary in carrying out different operations. This research is of applied development type and its method is case-context. The statistical sample size of the research is 74 people. The method of collecting field and library information is that by in-depth analysis of theoretical foundations, the factors affecting the implementation of joint operations are counted and then in the form of a questionnaire using quantitative and qualitative analysis mixed to standardize and localize these factors in the operation environment. Joint Army action has been taken. Based on the research results and using IFE and EFE tools, 103 factors (33 strengths, 20 weaknesses, 29 opportunities and 21 threats) to carry out joint operations in 6 components have been identified and measured, and finally strategies have been developed by SWOT method. Their executive priority has been determined using the QSPM method. The current situation in AJA for joint operations is in the mildly conservative quarter. Therefore, 13 strategies have been developed in order to move from an offensive position to a strong or desirable offensive position.

The aim of this study was to identify the factors affecting creativity and innovation in military organizations.

This research is of "developmental-applied" type in terms of "nature and goals"; The method of this research is based on "qualitative method" using the strategy of "foundation data" theory. Accordingly, the factors and categories affecting creativity and innovation were extracted according to the conceptual model of the research and using axial coding.

5 Factors Affecting "Creativity and Innovation in AJA" including: "National Environment Factors" (Economic Environment, National Innovation Incentives), "Inputs" (Existence of Transformation and Innovation in the Thought of the Supreme Leader) Upstream documents, exploitation of developed countries, acquisition of knowledge from domestic organizations, production of internal knowledge), "processes" (process of transfer of innovation from outside, process of transfer of innovation from within), "outputs" (Innovation in structure, innovation in education, innovation in research, innovation in human capital, innovation in technology and systems, innovation in equipment) and "empowering factors" (knowledge infrastructure, innovation education, financial resources for innovation, culture of Islamic innovation- Iranian) was identified.

By identifying the dimensions and components affecting creativity and innovation in the army of the Islamic Republic of Iran, also emphasizing the statements and measures of the Supreme Commander of the Armed Forces and the existence of upstream documents in the field of creativity and innovation in order to eliminate weaknesses and increase efficiency And the effectiveness of employees, it is necessary to develop a system of organizational innovation in AJA.