جستجوی مقالات مرتبط با کلیدواژه « دموکراسی سازمانی » در نشریات گروه « مدیریت »

This study aims to explore and analyze managers' perspectives on organizational democracy. A narrative review with a descriptive analysis approach was conducted. Relevant literature was systematically collected from reputable academic databases, including Google Scholar, Scopus, PubMed, as well as Persian databases like Civilica, Noormags, Magiran, and SID. The review focused on studies published in the last decade (2014-2024) that directly address managers' perspectives on organizational democracy. The selected literature was analyzed to extract and synthesize key themes related to the study's objectives. The review identified four key themes: 1) Managers' understanding of organizational democracy varies significantly, influenced by cultural and organizational contexts. 2) Managers' attitudes toward implementing organizational democracy range from supportive, viewing it as a tool for enhancing performance and employee satisfaction, to skeptical, concerned about potential inefficiencies. 3) The perceived impact of organizational democracy on performance is mixed, with some managers recognizing its benefits in increasing innovation and reducing conflicts, while others highlight challenges like decision-making delays. 4) Resistance to and barriers against adopting organizational democracy were noted, particularly due to concerns over losing control and structural complexities in larger organizations. The study concludes that managers' perspectives on organizational democracy are deeply influenced by organizational culture, previous experiences, and perceived operational efficiency. For successful implementation, it is crucial to address these concerns through targeted training, supportive infrastructure, and adaptive management strategies that align with specific organizational contexts. Further research is recommended to explore the long-term effects of organizational democracy and to develop new theoretical models that better explain the role of managers in this process. 

Workplace democracy and psychological capital jointly provide positive insights for organizations and can lead to improved psychological states to improve engagement, employee energy and sense of learning, and increase vitality in the workplace. The aim of the current research is an analysis of organizational democracy using the hybrid method. This research is developmental in terms of its purpose and was carried out with the qualitative approach and Sandelowski and Barroso's Meta-Synthesis Method (2007). The statistical sources of the research include the documentary sources of the countries that had an organizational democracy model. It should be mentioned that these articles were selected based on the criteria for entering the metasynthesis process. Qualitative content analysis method was also used to analyze the data. In this study, to identify the components of organizational democracy, 32 codes were identified as basic themes. Among these, 28 codes were selected as organizing themes, and finally 9 dimensions were extracted as overarching themes, which are: organizational commitment, shared governance, fair organizational climate, organizational dignity, transparency, effective relationships, culture of organizational freedom, Organizational competitiveness and occupational justice.

This study aimed to investigate the impact of organizational democracy on the organizational citizenship behavior of employees in the Foundation of the Oppressed, with job satisfaction and organizational commitment as mediating factors. Accordingly, the present research falls within the realm of applied research in terms of its objective, and correlational research based on structural equation modeling in terms of method and nature. The statistical population of the study comprised 391 employees of the Foundation of the Oppressed in Tehran in the year 2023. Using Morgan's table, a sample of 194 individuals was selected, and questionnaires were distributed among them through simple random sampling. The data collection instruments included the Padscaw Organizational Citizenship Behavior Questionnaire (2000), the Rahnavard Organizational Democracy Questionnaire (1380), the Kendall and Hulin Job Satisfaction Questionnaire (1969), and the Allen Meyer Organizational Commitment Questionnaire (1993). Data analysis, conducted using SPSS (version 22) and LISREL (version 3) software, revealed that organizational democracy had a significant impact on organizational citizenship behavior, both directly and through the mediating variables of job satisfaction and organizational commitment (p<0.05). Therefore, considering the importance of organizational democracy in shaping the organizational citizenship behavior of employees, the Foundation of the Oppressed in Tehran should pay special attention to this issue.

Adopting elements of organizational democracy improves employeeschr('39') working competencies and can create value for the stakeholders of the organization. This research is aimed at identifying and prioritizing the elements of organizational democracy in the public section in order to implement democracy in the organization. An applied research in its goal, this paper uses group survey methodology. 9 elements of organizational democracy were identified based on performing an extended review of literature. The statistical population of this study was 10 experts of Kharazmi University who were selected by available methods. Utilizing five -level Likert scale we gathered their opinions to determine the importance of these elements. Initially, the elements of organizational democracy were identified as the most important element using the Fuzzy Delphi. The elements of organizational democracy were prioritized according to ANP model. Commitment and Partnership, Decentralization in decision-making, and transparency were identified as the most important Elements of Organizational Democracy.

Democracy is not only limited to political structures but including establishing it in the whole society, its structures and organizations. Organizational democracy is necessary and vital to achieve democratic ideals such as individual independence, social liberty, freedom of expression and participation in all issues that affect citizens' life. The aim of present research is to achieve effective factors on establishment of organizational democracy in public sector organizations so that they can design the way of performing their duties and also work environment by using democratic principles in such a manner that leads to blooming and developing employees' potential abilities and also impressive presentation of products and services to the public. In the present applied-developmental research, descriptive-survey Delphi method has been used to achieve effective factors on establishment of organizational democracy and the descriptive-correlation structural equations modeling has been utilized to confirmatory factor analysis and construct validity analysis. Participants in Delphi parts included university professors and top managers of public sector organizations who were familiar to the concept of organizational democracy. Statistical universe in structural equations modeling part include staff of seven public organizations in Bushehr Province. In present study, a comprehensive study in scientific texts was taken up at first and indicators were identified and then, these indicators were put at the polls of experts. At the end, 32 indicators and 9 main dimensions were identified that are social responsiveness, shared governance, justly organizational atmosphere, organizational generosity, transparency, effective communication, culture of organizational liberalism, organizational flexibility and occupation justice.