جستجوی مقالات مرتبط با کلیدواژه « strategic competencies » در نشریات گروه « علوم انسانی »

this study aimed to identify the strategic competencies of education managers based on value creation in human resources. the purpose of this research is exploratory research which is mixed with research method based on deductive - inductive reasoning. the population of this study includes university professors and established managers of guilan education. the sampling method was non - probability and purposeful. the data collection tool is interview and questionnaire. content analysis method was used to analyze the specialized interviews. then identified indicators are validated by fuzzy delphi method. the analysis of research data in the qualitative phase was carried out using matlab software and in quantitative phase with matlab software. to achieve the objectives of the study by analyzing interviews with experts, a set of practical indicators of strategic competencies of education managers were identified based on human resource value creation. based on the results, inclusive categories are strategic, contextual, and contextual. its comprehensive strategy includes organizing" leadership and management leadership""strategic competencies of education managers "and" policy making and policy in education "contextual categories also include three organizing categories:"organizational structure of education" "establishment of knowledge management in education" and  " education and empowering managers" finally, the inclusive category of value creation is formed from three categories of " performance management in education", "culture building in education " and  "human resource value creation.

Competent managers by combining their knowledge, skills and abilities can perform their duties and responsibilities in a way that is consistent with the strategic goals of the organization.

The aim of this study was to design a strategic competency model for NAJA managers using the ISM approach. This research is based on mixed research and qualitatively and quantitatively in the deductive-inductive paradigm, which is applied in terms of purpose and descriptive in terms of nature and method. In the qualitative part of the statistical population of the study, there are 14 experts and managers of NAJA who were examined based on purposive sampling method and to the extent of saturation of required information and theoretical adequacy. In the qualitative part of the research, the data collection tool is a semi-structured interview whose validity and reliability were tested using CVR coefficient and Kappa-Cohen test. The data collection tool in the quantitative part is a questionnaire whose validity and reliability were assessed using content validity and retest. In the qualitative part, the data obtained from the interview were analyzed using Atlas.ti software and live coding method, and in the quantitative part of the research, the data were analyzed using Matlab software.

The results of the study include the introduction of four strategic competencies: cognitive competencies, moral competencies, professional competencies and functional competencies and explain how they are formed.

The results indicate that managers who have these types of competencies can be a boon for the organization. Cognitive competence, for example, is competence that is the product of lateral and creative thinking, perceptual abilities, and problem-solving and information analysis skills of managers. Accordingly, NAJA managers should avoid linear thinking and strengthen their problem-solving and information analysis skills, as well as their perceptual ability by fostering lateral and creative thinking, which results in the ability to solve problems facing the organization. 

The purpose of this research is to identify strategic competencies requiredin the design of educational planning for technical and vocational students. In this research, qualitative and quantitative combination research method was used. In the qualitative section, strategic key competencies of papers, documents, etc. , The content analysis method was identified using Maxqda12 software. Sampling was carried out purposefully and continued to saturation. In order to determine the content validity of the experts' opinions, a Holstein coefficient was used to assess the reliability. In the quantitative part, descriptive-survey method, the original questionnaire was approved, its reliability was confirmed by the Cronbach's alpha method (85%). The final questionnaire was approved by experts among 384 people sampled (according to Cochran's formula) from the students of vocational schools. Analyzed with SPSS19 software. The Qualitative results showed that strategic competencies include management competencies with levels: general management skills, environmental analysis skills, prospective skills and future observation; organizational competencies with levels: job competencies, constructive constructive engagements. Also, quantitative results show that strategic competencies are divided into two categories of organizational competencies (0/83) and managerial competencies (0/97). Organizational competencies have two components of work competencies (0/85) and constructive work interactions (0/90) and managerial competencies with three components of general management skills (0/92) , environmental analysis and observation skills (0/71) , prospective skills, and future observation (0/74).

This research aims to design and describe a model for strategic competencies of senior managers in petrochemical industry, the competencies which assist them to promote their performance in implementing strategic management process and result in realization of strategic goals and better performance of the organization. In this research, having reviewed the studies already done in this field and the literature of the research, a preliminary framework was developed to recognize the management competencies. In the next step in-depth interviews with managing directors of the petrochemical companies which has been selected as superior companies was conducted and “Thematic Analysis” technique has been used to analyze the interviews. The identified competencies were categorized in five dimensions of knowledge, skills, experience, attitude and personal characteristics and in order to examine the reliability of the findings, the results were edited and distributed in the form of questionnaires among the university and petrochemical industry elites. Later, the “smartPLS” software was used for model evaluation and “Friedman Test” was applied to prioritize principal and subsidiary parameters in each dimension. The research resulted in recognition of 54 principal parameters and 10 subsidiary parameters which have been categorized and prioritized in 5 dimensions of knowledge, skills, experience, attitude and personal characteristics.

Based on the macroeconomic policies of the country regarding eliminating reliance on the sale of crude oil and in order to further develop the petrochemical industry and considering the special features of this industry including its technology based nature, facing fast changes and strong competition in the region, it is necessary for the active petrochemical companies to make plans with more intelligence and speed and take their future steps more strongly and objectively. However, today it is believed in the management field, that the competencies of the organization’s top management can play an important role in the success of the companies. This research aims to recognize the competencies of senior managers in petrochemical industry, which helps improving process of strategic management and results in better performance as well as realization of the organization’s strategic objectives. In this research, having reviewed the studies already, a preliminary framework was developed to recognize the management competencies. In the next step, through conducting in-depth interviews with managing directors of the petrochemical companies which has been selected for 4 consequent years as superior companies, based on the “Excellence Award” process in petrochemical industry and the reports on Iranian superior companies, selected in imi-100, it was tried to identify the competencies required and Thematic Analysis technique has been used for initial analysis of these competencies In order to examine the reliability of the interviews findings, the results were edited and distributed in the form of questionnaires among the university and petrochemical industry elites. The identified competencies in five dimensions of knowledge, skills, experience, attitude and personal characteristics were finally categorized in 10 principal parameters including strategic knowledge, professional knowledge, general knowledge, conceptual skills, communication and human skills, executive skills, moral features, personality features, experience and attitude and also 54 subsidiary parameters.