جستجوی مقالات مرتبط با کلیدواژه "competencies" در نشریات گروه "مدیریت"

The discussion of "feasibility" of strategic transformational plans is one of the major challenges facing managers in the field of organizations in the current changing era. A problem that usually goes back to the implementation of transformation plans. Correct formulation of strategic plans is considered a heavy duty of the management team, but its implementation in the organization is much more difficult. There are many obstacles in the way of implementing strategic transformation plans, and behavioral obstacles are considered to be one of the most important obstacles in the implementation of plans in the organization. The existence of behavioral obstacles in employees is not an issue that can be easily ignored in the implementation of strategic transformation plans, but this issue is often neglected or less addressed, because mostly in this process, the preparation and compilation of technical and justification dimensions. Transformational plans are the main focus and the stages of implementation and implementation as well as evaluation of these plans have been ignored. For this purpose, the aim of the current research is to provide a model for identifying behavioral barriers in the implementation of transformation plans in Shahr Bank.
The current research was from the perspective of the main applied-developmental orientation, from the perspective of exploratory nature, and from the perspective of qualitative and questioning approach. The participants in the research include senior managers and members of the board of directors, managers (heads of departments and regions) and expert experts of Bank Shahr who were related to transformation plans in various roles, and by using targeted sampling and reaching the theoretical saturation point, there were 13 people from They were selected as samples. Theoretical saturation logic was used to determine the sample size at this stage. To check the reliability of the interview from the reliability of the two coders and to check the internal validity of the interview questions, a pre-test was done with three interviews, which led to literary and writing editing and adding two questions to the interview questions. Foundation data theory with Glazer's emergent approach was used as the analysis method. In the foundational data theory with Glaser's emergent approach, there are two stages of coding, which are respectively: real coding (open coding and selective coding) and theoretical coding.
The findings of this research state that the behavioral barriers to the implementation of transformation plans in Shahr Bank fall into three general categories: barriers before planning, barriers during planning, and barriers during implementation, each of which consists of specific categories, concepts, and codes. Pre-planning obstacles include factors: individual characteristics, thoughts, beliefs and mental beliefs, lack of attention to feasibility studies for the implementation of a transformational plan; Obstacles during planning include factors: structural, process and content weaknesses, human resource system weaknesses and communication weaknesses; Obstacles at the time of implementation include factors: cultural inefficiency, relative instability, lack of meritocracy system, lack of leadership skills, lack of management skills, inability of employees, lack of learning and transfer of knowledge in the bank and lack of flexibility of transformational plans.                           
Before implementing transformational plans, managers and officials need to create the necessary background for implementing transformational plans, and without proper planning and conditions, the plan's implementation will fail. Many of the platforms necessary for the implementation of transformation plans are not available in Shahr Bank. The existing infrastructures have not been updated along with the change of approach from traditional to strategic. The statistics and information system does not have sufficient coherence, and there is no possibility of timely access to the required information in many cases. Behavioral obstacles during planning are the obstacles that affect how the plan will be implemented in the future during the planning stage. All these activities form the content of transformational plans, the result and output of which are documents that are used as a practical guide for implementation at the bank level after approval in the form of a set of processes. It is necessary to comply with some requirements in preparing development plans and producing the content of these plans. Requirements that if any of them are not met, the implementation of the plan will face many challenges. The implementation phase is the most important phase of planning and implementing transformation plans. Because success in achieving the goals of the plan is not possible except in the shadow of the correct implementation of the plan. A transformational plan needs legal and comprehensive rules in which the rules are specific and transparent so that there is no conflict between different levels from planning to implementation and it has an integrated structure. The culture of resistance to change, the culture of subjugation, the governance of the branch-avoidance culture, etc. are some of the things that will become obstacles to the proper implementation of transformational plans in Shahr Bank. The lack of meritocracy and recommendation assignments is one of the most important obstacles to the implementation of transformational plans. Successive changes of leaders and managers and short-term service periods lead to a feeling of lack of commitment to implement a transformational plan. If managers and employees have a correct understanding of strategic planning and transformation plans; They will have less resistance to the implementation of the plan. The new officials deny the previous activities and in some cases defy the existing plans. Planning and implementation of the plan must have continuous and proper communication. In the implementation of transformational plans, the obstacles identified in the three mentioned stages must be carefully considered.

There are different approaches to strategic human resource management. One of the latest approaches for businesses in today’s competitive era , is customer orientation alongside raising the competencies of managers. However , human resource management with customer-oriented approach and raising manager’s competencies has not been given much attention to . Therefore this study has taken place with the goal of designing a strategic customer-oriented human resource model and also raising managers’ competencies in Iran’s banking system. This is an applied research regarding its goal and its using a mixed method which has an exploratory approach. The community of the qualitative sector is university professors in the field of human resource management as well as experts in the state banking system in Keshavarzi Bank and the statistical population .To collect data, the method of library review and interviews with experts and finally distribution of questionnaires has been used .The analysis of findings in the qualitative stage was performed with the thematic analysis approach and Nvivo 12 software, and the results showed that there are 250 sub-themes in 7 main-themes and in the quantitative stage, confirmatory factor analysis and structural equation modeling with LISREL software was performed. The results showed that five main factors including customer-oriented human resource functions and relationship,customer-oriented organizational culture , external factors , customer-oriented strategic resource and customer-oriented human resource results , characteristic individual and interpersonal components are effective in designing a customer-oriented strategic human resource model and raising managers’ competencies .

Fourth-generation technologies with their wide range of applications and benefits have been employed in various fields. This development has also occurred in the field of healthcare. The development of 4th generation healthcare requires prominent competencies in managers of the field, which has not yet been investigated. The present study tried to identify these competencies and provide a model in this regard.

The research was conducted in both qualitative and quantitative stages. The statistical population of the research was comprised of academicians and healthcare sector experts. The sampling method was judgmental and snowball, and the sample size was 18 in the first stage and 10 in the second. The data collection tools were semi-structured interviews and researcher-made questionnaires. Thematic analysis and fuzzy total interpretive structural modelling were applied to analyse the data.

The results of the first stage included 36 competencies among which 10 were main competencies. However, the results of the second stage show that ‘technological skills’, ‘updated general knowledge’, ‘personality traits’, and ‘technical skills’ are the most fundamental competencies.

Originality: 

The competencies of healthcare 4.0 managers were investigated for the first time in this research. From among 36 competencies, 15 were identified and were presented for the first time. Also, it is the first time the interpretive structural model of the competencies has been applied for healthcare 4.0 managers.

Implications: 

To enhance managerial competencies, in-service training, knowledge management system to acquire and disseminate knowledge, field trips and visiting top hospitals in the world, problem-solving and decision-making courses for managers, and upgrading the human resources management system to improve recruitment and coaching processes are recommended for healthcare managers.

The aim of this study was to identify and explain the competencies of entrepreneurial university managers in the framework of qualitative approach and content analysis. The statistical population consisted of 20experts in the field of entrepreneurship education or active members in entrepreneurship centers. Delphi questionnaire, dimensions and components were compiled based on the consensus of experts. The questionnaire was distributed among the statistical community. Entrepreneurial University and the number of 11 dimensions and 11 components for the organizational learning variable were obtained. Finally, after the end of the third year, the conceptual model of the research included 22 dimensions and 34 components for the entrepreneurial university variable and 6 dimensions and 6components for the organizational learning variable that formed the final questionnaire.Managers of entrepreneurial universities in the behavioral dimension of entrepreneurial university and in the components of managers with teamwork skills, manager There are creative and innovative, managers with the spirit of adaptation to the environment, managers with the spirit of risk-taking and innovative and creative faculty members. Behavioral dimension in entrepreneurial university from the point of view of experts: 1. Managers with the spirit of extraversion and adaptation to the environment 2.Kartimi encouragement in the university 3. Managers with a spirit of risk-taking 4. Managers with teamwork skills 5. Managers with a spirit of creativity and innovation 6. Managers with the characteristics of innovative people. In terms of prioritizing the components of the behavioral dimension in organizational learning according to experts: 1. Encourage members to work in a team.

Therefore, the purpose of this study was to design a conceptual model of the center for evaluating and developing the competencies of managers with the approach of achieving the desired system of organizational performance improvement by Delphi method using the opinion of 25 experts. Evaluation and development of managers' competencies, including: organizational value (6 components), insight and attitude (5 components), personality traits (6 components), personal communication (3 components), interpersonal communication (6 components), leadership (5 components), professional credibility (3 components) ), Technology knowledge (3 components), self management (4 components), others management (4 components), business management (7 components), emotional ability (3 components), mental ability (3 components), empirical ability (3 components), academic ability (4 components) ), Is the physical ability (3 components) and personal characteristics, personality and skills of the evaluators (11 components). Also, the effective dimensions and components of the system to improve the organizational performance include: human resources (4 components), knowledge management (4 components), external factors (6 components), internal factors (4 components) and organizational management (7 components).

Today organizations are more complex than in the past, and managers need to acquire new and important competencies to help organizations achieve their goals. The purpose of this study is to provide a model of managers' competencies in complex organizations, which is applied research. In the first stage of the first phase, types of complexities were identified and three types of structural, technological, and environmental complexities were considered as the basis for evaluating the complexity of the organization. In the stage of identifying the complex organization, a 21-item questionnaire was distributed in the municipality, which was selected by performing a one-sample t-test of the complex organization. Then, 18 semi-structured interviews were conducted with experts, and the initial model of managers' competencies suitable for any complexity was obtained. In the next step, based on the initial model, a questionnaire was designed and distributed among 5 experts by the Delphi method and the modified model was obtained. In the second phase of the study, which aimed to validate the modified model, a questionnaire was designed and distributed among 15 experts, and by calculating the relative content validity coefficient, the final model of managers' competence was developed for each type of complexity.

Improving the skills of managers in organizations is actually one of the principled ways to guide the achievement of organizational goals. The benefit of organizations such as the police of the Islamic Republic of Iran from qualified and efficient managers can guarantee the security of the people of the society. Therefore, the present study was conducted with the aim of validating the model of improving the skills of managers of educational complexes of the police force of the Islamic Republic of Iran.

The present study is applied in terms of purpose and quantitative in terms of approach. The research tool was a researcher-made questionnaire. The statistical population of the study was 214 employees of NAJA training centers who were selected by stratified random sampling method using Cochran's formula. Structural equation tests using Emus software were used to analyze the data.

In the analysis of findings, social skills, general skills, psychological skills, self-knowledge, employee empowerment skills, environmental skills of managers have a significant value. Skills ranking showed; Employee empowerment skills are in the first place and psychological skills are in the last place.

According to the findings of the study, it can be concluded that in order to improve the skills of the managers of the educational complexes of the police force of the Islamic Republic of Iran, it is necessary for the authorities to pay more attention to implementing the strategies identified in this study.

The process of globalization has challenged corporate managers. Human resources managers must have special competencies in order to be able to benefit from human resources. Designing a model of competencies of HR managers in governmental organizations in the context of globalization is the purpose of this research. In order to design the template, the indexes were acquired through the Delphi method and an expert questionnaire from 21 professors and management experts. A review of the theories made to explain this point helps to understand the concepts related to the competencies of human resources managers and globalization situations in seven dimensions: intelligence competency, managerial competency, specialized competency, value creation of human resources competency, cultural competency, the social dimension of globalization and the cultural dimension of globalization. What distinguishes this research from other merit-related researches is the design of a contingency framework that links the types of managerial competencies to globalization. Findings of the study identified 39 components and 115 indicators related to these dimensions. Based on the results of the research, in the competencies of human resources managers, the most important factor is the IQ Competency, and cultural competency is the last priority.

Training competent managers has now developed to an important concept in management which is regarded by many scholars and industry experts as one of the main approaches for the success of various organizations and industries in national and transnational contexts. Hence, this study is aimed at developing the competency model of international marketing managers through a mixed method, and then validate it. In the first phase, using in-depth qualitative research strategy and theoretical sampling, several interviews were conducted with Iranian marketing managers active in the field of world trade until reaching saturation. In the second step, the collected data was codded and categorized following grounded theory method with the use of MAXQDA 10, leading to 638 basic concepts, 50 final sub-categories and 6 main categories: vital competencies (causal conditions), professional competencies (phenomenological conditions), interpersonal competencies (strategies), contextual conditions, intervening conditions and outcomes. In the final step, the questionnaire derived from paradigm model was distributed among international marketing managers of Iranian companies in 12 industries, and were validated by structural equation modeling method.  The results confirmed the relationships among hypotheses as well as the relationships among structures. The results also indicated that components of the model were identified correctly.

Identifying the characteristics of key and influential employees of educational centers is the first step in the process of education. Since the Islamic Republic Revolutionary Guards Corps need to employ the most talented members for command and management positions, this research is intended to identify and arrange the characteristics and indicators of the commanders of educational companies in accordance with the pattern of Transformation and Excellence Plan of Sepah. This is a mixed research. In the qualitative part of the study, purposeful sampling method was used through interviewing 12 educational commanders and managers up to theoretical saturation. The results were analyzed through content analysis method. In the quantitative section, a researcher-made questionnaire, with a reliability of 0.88 calculated through Cronbach's alpha coefficient, was distributed among 66 commanders of the educational centers selected by random sampling. The face validity and content validity of the questionnaire was confirmed by the supervisor and a number of faculty members, and the construct validity was confirmed through exploratory factor analysis. The status and prioritization of dimensions, indices and characteristics were tested by one-sample t-test and Friedman test by SPSS25 software. The study resulted in the identification of 20 characteristics and 8 indicators in the field of general competencies, and 42 characteristics and 9 indicators in the field of professional competencies.

The main goal research to Identify and assessment the professional competencies of research managers. Research method was mixed and in the qualitative section methodology was theme analysis and in the quantitative was descriptive survey. The population of the research is all managers of research groups of ACECR with the numbers of 85. The sample size in qualitative was 19 managers who were chosen purposely also in quantitative part capitation was used due to the limitation of population, the number of 63 people responded to questionnaires. In the qualitative part, Research tool was interview and in the other part was questionnaire. The validity of the quantitative tool (questionnaire) was a Construct validity which was verified by confirmatory factor analysis and reliability was Cronbach's alpha coefficient (0.99).The results in the qualitative section, a list of dimensions of competency includes knowledge (8 items), skill (19 items), ability (5 items) and traits (4 items), the also that all aspects competency had higher level than hypothetical average. Feature dimension with the average of 3.59 was the highest rank and the lowest rank with the average of 1.70 was knowledge dimension.

In these days, progress and promotion in different fields of the culture, politics, economics, society, and especially technology has created a very competitive and dynamic environment. Moreover, the research result shows that there is a shortage of competent and talented employees to answer the increasing needs of the organizations. Therefore, in order to comply with the needs of organizations, such as Sepah, to more talented, powerful, and competent managers and employees it is been tried to design and interpret a succession planning model based on the rich literature of human capital, talent management, and competencies. This research tries to recommend a succession planning model for Sepah which its aspects and factors have been internalized based on the organizational and academic expert's opinions and statistical analysis. Furthermore, the model tries to show the priorities and connections of aspects and factors. Also, based on the aspects and factors recommends a domesticated succession planning model that is more coped with the internal environment of Sepah organization.

Starting up a new business needs self - recognition, competencies, skills, market and consumer recognition. Mentee has a significant role in starting up a new business, so the aim of this study is to identify necessary competencies of mentee. The statistical population of this study consists of experienced mentors.This study is done through quantitative method and semi- structured interviews to calculate mentee`s competencies. The sampling method is purposive and the criterion which is used to determine the sample size is Theoretical saturation. Open and Axial coding is used in analyzing the data .The findings of this study is classified into four dimensions which includes: Entrepreneurship features(creative and innovative , entrepreneurship mind, entrepreneurship sense ,risk taking ,tolerating ambiguities,being ambiguous) ,being prepared (like self - recognition ,being aware of mentor position and your position, being aware of the condition and needs of each step ,having experience about how to start up a new business ,team reception), professional business competencies (having new idea , appropriate team and market recognition), mentor relationship competencies (competencies for starting up the relationship, competencies to manage the relationship, competencies to end the relationship) .

The current paper was to design talent management process model for university faculty members of talent-driven universities. This is an applied qualitative-quantitative study in two stages. In the qualitative phase, the components of talent management were identified using semistructured interviews with 18 managers and faculty members of Isfahan University, Isfahan Medical Sciences University and Isfahan University of Technology through purposive sampling method with regard to data saturation, and analyzed using content analysis method and deductive inductive approach. In the quantitative phase, the pattern was tested in a survey. The target population includes all faculty members hired by the three universities from 2010 to 2015, respectively. Stratified random sampling method proportional to size was used. The sample size of 130 was calculated using Cochran formula. Then validity and reliability of the questionnaire were evaluated using a questionnaire and variance based structural equation modeling approach. The number of 107 Codes of qualitative research data was extracted and classified in 7 categories. The quantitative findings of this talent management process consisted of seven distinct dimensions of “identifying talent needs, discovery of talent sources, talent attraction, talent potential development, strategic use of talent, talent retention, talent assessment and consistency of talent management activities”. In the end, given qualitative and quantitative data a model for talent management process of faculty members in universities was proposed.

Enhancement of combat preparedness is among the most organizational concerns at military organizations, especially in carrying out the organizational missions. Similarly, higher education is among the most crucial parameters in enhancing the combat preparedness and its success and promotion is influenced by many factors including updating, competency and futuristic point of view. To address this issue and also in a bid to achieve the appropriate higher education, planning and identification of the competencies are highly required and are of crucial significance. As a mixed method including both qualitative and quantitative methods, the study was conducted through administering a questionnaire among higher military education elites and experts. Thereupon, data collection procedures and analysis were also run in this study. This study was an attempt to identify and also explain the competencies of higher military education in defense sector. In this study, the challenges and the obstacles ahead of higher education is also investigated. The findings revealed that the competitive superiority of an organization is among the most crucial competency of an organization and its preservation also requires precise planning. Moreover, these competencies including emphasizing on human morality as well as maintaining discipline and order. The findings also revealed that the appropriate futuristic competencies including changing traditional ear to learning organization, developing the contents of education system through increasing competencies of problem-solving skills, setting the financial codes based on education system, using the services provided by manpower, updating the equipment, establishing the information technology centers, using the distance learning as well as equipping the classes with audio and video equipment.

Now a days with increasing the competition emong companies, the importance of hiring executive managers with the competencies that lead to the creative behavior is very important in gainig competitive advantage.
This study is a descriptive survey research; at the beginning with an overview on litrature, the competencies have been specified, and after designing the pimary model, this model validized based on the content analysis and interviews with experts. Based on the results the competencies that lead to the creative behavior are classified into 66 sub-index and 6 main-index including: Knowledge, Critical and Interactive, Creativity and Innovation, Social, Risky Behavior, and Personal. There is also a significant positive relationship among research variables.
Prioritizing the core competencies of creative behavior based on Friedman test are: Personal, Social, Creativity and Innovation, Risky Behavior, Knowledge, Critical and Interactive.

To have successful career, one must acquire the competencies relevant to his/her business field. In order to share the knowledge in a successful and effective manner, individuals need to have knowledge sharing competencies. These competencies could affect and enhance individual performance. The purpose of this study is to investigate the impact of knowledge sharing intention on knowledge sharing competencies and also the impact of those competencies and knowledge sharing intention on managers’ performance in project-based organizations. Data is collected from 50 participants including top, middle and executive managers and also senior engineers. Statistical estimation methods and path analysis were utilized to test the hypotheses. The findings indicates that knowledge sharing intention not only has a positive and significant, direct impact on knowledge sharing competencies but also has a positive and significant, indirect impact on managers’ individual performance via knowledge sharing competencies. This study suggests that due to knowledge sharing intention, one can enhance his/her individual performance by developing the methodological competencies.

The competences topic in entrepreneurship literature is in primary steps. Study of experience has effective role in identification and development of social entrepreneur’s competences. Social entrepreneurs are motivating people with special competences to solve social problems. Yet, it has been not enough attention to competency Phenomenon in social entrepreneurship scope. This research has studied the experience of six entrepreneurs to discover and describe their competencies. For collect data, use from deep semi structured Interviews. Analysis process is complete in three macro level. In third level, the results of unification show 14 horizons about people entrepreneurship and 12 horizons about social entrepreneurship with 10 similar cases. In second level, coherent descriptions about narratives divided to two types of social entrepreneurship. Finally in highest abstract level of analysis, structural merges of coherent descriptions are made. The findings show that entrepreneurial competences are made from knowledge, skill, managerial abilities, entrepreneurial specifics, inherent features and specified behaviors that enable entrepreneurs to do entrepreneurial activities. Unlike Previous researches, we do not observe significant difference about nature of competencies in individual and organizational entrepreneurs. So, nature of individual and organizational activities and life cycle in social entrepreneurship, do not need to different competencies and their use is different according to the conditions.

During the last one hundred years, the organizational and management knowledge have undergone fundamental changes. At the beginning of the 1980s, organizations paid great attention to creativity and innovation. Today, organizations should be creative, so that they would continue to survive: therefore, the best way is to encourage creative people to be entrepreneurs in the organizational structure. The aim of the present study is to investigate the relationship between entrepreneurial skills and abilities with organizational entrepreneurship. About 132 of Iran khodro middle managers were randomly selected. The data was gathered via questionnaires. For validity the method of Cronbachis Alpha was employed which resulted in 86% and 89% to be consistent with research tools. The results showed that there is a significant relationship between entrepreneurial skills and abilities with organizational entrepreneurship; The degree of organizational entrepreneurship among members varied according to sex, age, education level and service records.