جستجوی مقالات مرتبط با کلیدواژه « توسعه مدیران » در نشریات گروه « مدیریت »

Life and death, success and failure, excellence and degradation of organizations and societies depend on their human capital and leaders, officials and managers have a vital role and place in this important role. This research deals with the nature of development factors and how each of these factors affect and play a role in the development of managers.

After reviewing the scientific literature on the factors of managers' development by using content analysis and software (MAXQDA 20), the opinions of 11 scientific and experimental experts selected by snowball sampling method were analyzed and coded and then using ISM method and taking the opinion of 16 scientific and experimental experts, the ranking of these factors was done in four levels.

After extracting 315 basic concepts, 48 organizing and 8 inclusive concepts, effective factors of managers were extracted in 9 titles. According to the presented classification in this study, in the first level the factors of belief, religion and spiritual, and revolutionary value factors, the second level of the governance factor, the third level of social and political factors and the fourth level of personality, organizational and educational factors were located.

Several factors affect managers' development and the amount and type of role playing these factors are not the same. According to the results of this research, beliefs, religious and spiritual factors, value and revolutionary factors are among the innermost factors and affect other identified factors.

Designing the competency model is one of the approaches that have been suggested for improving the adaptability of modern organizations with ongoing changes in the work environment. A defined model could offer an ideal ground for those seeking higher positions and more convenient performance management goals. Also, it could serve as a reliable infrastructure and framework for the integration of human resources processes. In this line, the aim of the study was to design competence development model for Tehran municipality managers with a combined approach. This study could be considered as interpretative-affirmative in terms of philosophical foundations, and qualitative-quantitative type, developmental and applied, and inductive-comparative. The statistical population of the research included academic and executive experts in the field of urban management. In the qualitative part, the competences of Tehran municipality managers were identified in two general and specific parts through content analysis. The general competences included: professional ethics, change management, cognitive skills, and data management. The specific competences included: problem solving skills, leadership of people, individual ability, specialized knowledge and skills, communication skills and performance management. In the quantitative phase, through AHP technique, perceptive skill and data management and among specific skills, problem solving skill and leadership of people were proposed as the most important competencies of Tehran municipality managers from the viewpoint of experts. Finally, the development solutions and strategies for each competency were classified by the experts through the identified matrix for managers' development methods. New and reliable approaches such as the recent research could lead to improvement of human resources and serve as a strategic partner, and in this way human resources could be promoted as one of the strategic units of organizations.

Social capital can aid educational managers in achieving educational goals and effectiveness. Therefore, this research aimed to identify the factors influencing the social capital of managers in Iranian-Islamic organizations within the education sector. The study employed a mixed method (qualitative-quantitative) approach using a sequential exploratory strategy. In the qualitative phase, the research community consisted of experts, professors, and individuals knowledgeable in human resources and social capital in education. A targeted sampling technique based on snowball sampling was used to conduct interviews with 20 participants. For the quantitative phase, the statistical population comprised senior and middle managers from the Tehran Education Department. A sample of 459 individuals was selected using cluster sampling. The research utilized a semi-structured interview guide for the qualitative phase and a researcher-designed questionnaire for the quantitative phase. Data analysis involved the use of open and axial coding in the qualitative phase and descriptive analysis, correlation analysis, and second-order confirmatory factor analysis employing structural equation analysis in the quantitative phase. The results revealed that the factors influencing the social capital of educational managers included support and networking, interaction and communication, talent management and development, extracurricular activities, enhancement of human resources, management factors, and organizational factors. The quantitative analysis, employing the partial least squares approach, confirmed the validity of the model through second-order confirmatory factor analysis and structural equation modeling.

The purpose of writing this article is designing a conceptual model of management development by emphasizing on dimensions, factors and its measuring index in Iran police. Therefore from among high and intermediate commanders and managers of Iran police in Iran police headquarter and metropolitans, 116 persons were selected. Research method due to the nature of topic is a mix method. For formulating the framework of research conceptual model, EFQM model, shareholders analysis, performance appraisal matrix and Balanced Scorecard were used. For making the research model and questionnaire, after studying upper hand documents and interview with commanders and managers using research theoretical bases and internal and external researches, criteria, indexes required for measuring each of management development in Iran police extracted. Alpha Cronbach was used to measure the correlation of each factor. In this research due to abundance of factors, criteria, indexes and also modeling from EFQM model, a 1000 scales model based on questions mean average was used. The results indicated that four dimensions of management development in Iran police: 1-infrasturucture development 2-processes (systems) 3-results and 4- consequences have received 350,170,160 and 320 respectively. Furthermore internal dimension and external dimension of infrastructure development have received 186,165 respectively. In sum regarding the results, the formulated model has the required validity and reliability for studying the management development in Iran police.

In today rough world that the organizations have encountered prodigious and strong environmental changes, the ability for achieving the ideal and expected level of performance is in dimness. In this path, something that can guarantee the growing and flourishing existence of organizations is a strong and efficient managerial system. In other words, as long as we don’t have a strong organization management, we can't expect to achieve the high performance outcome of organizations in present situations. For achieving this goal, a framework is needed that by using it our managers can achieve the highest and most flourishing points and as a result of that the goals and strategies of organizations are ascertained and obtained in the most perfect form.
In general, what we mean by management development is creating a learning organization in which people create the strategic goals of organization by learning, consuming time and energy and stimulating the creativity faculty. In more general words, the final goal of management development is to change and enrich the organizational behaviors by using the informative issues for raising the managerial skills.
Since the development process is a linear one, it can be illustrated as a continual series of action and procedures: Some of the development requirements are as follows:- Positive outlook toward growth and development, inner tendency and interest for learning and developing the abilities, distinguishing and ability for using the suitable tool for development, distinguishing the required element of competencies for present and future, and controlling the environmental factors effective on successes of managers development plan (Fonda, 1989).