جستجوی مقالات مرتبط با کلیدواژه « competency model » در نشریات گروه « مدیریت »

Most of the administrators of the universities are faculty members and they have not received the necessary training and have not been evaluated in an organized manner. Considering the importance of paying attention to competency in the selection of efficient and effective administrators and considering the critical role of universities in the society, the aim of the current research is to development and validation a general competencies model for public universities’ administrators in Tehran. A qualitative method was used in this research; Thematic analysis method was used to design the competency model and Delphi technique was used to validation the designed model. The sample was the administrators of the public universities in Tehran, and semi-structured interviews were conducted with 27 of them. After the qualitative analysis of the implemented interviews, the primary model was extracted using thematic analysis. Delphi technique was used to validating the extracted model, and the final competency model, which consists of 12 competencies, was formulated with the opinion of experts. Competencies were classified into three general categories: managerial competencies, interpersonal competencies, and personal characteristics. Managerial competencies include leadership, organizational awareness, problem solving, planning and organizing, and supervision and control; Interpersonal competencies include communication skills, networking and negotiation and persuasion, and personal characteristics include result orientation, continuous learning, resilience and professionalism. Considering the key role of managers in achieving the goals of universities, it is recommended to use the competency model extracted in this research for the appointment and promotion of administrators.

The Seminary student Manager includes a group of managers of the country who work in managerial jobs requiring seminary and religious science specialties. In addition to managerial positions within the structure of the seminaries, the field of activity of these managers includes cultural and social occupations in the country's governance system. The aim of this study was to design a model of general competency of the director of the Islamic Revolution Balance Seminary. The present study was conducted qualitatively based on semi-structured interview analysis with experts and analysis of findings based on thematic analysis technique.Accordingly, 142 basic themes, 53 organizing themes, and 14 inclusive themes were extracted. Based on the results of this research, 14 competencies in the framework of 3 domains of value, personality and management have been proposed as the model of competence of Seminary student Managers in the level of Islamic Revolution. Value competencies include mastery and adherence to the fundamentals of belief, revolutionary vision, and jihadist spirit.Personality competency includes empowerment in educational and coaching work, transformational spirit and foresight ability, has top-notch skills, has creative skills, thinking skills and is bound to methodical problem solving. Managerial competencies include the ability of social leadership, ability to play a role in the administrative system, capable of designing Islamic State systems, capable of management and organizational leadership, and effective interaction skills.

Considering the key role of sales managers in creating value and gaining competitive advantage for organizations, the aim of present research is identifying the main dimensions and indicators needed by sales managers and prioritizing them. Finally, it introduces a framework for competency of sales managers. The present study is an applied research objective. In this study, purposive sampling was used. This research is a two-stage study. In the first stage, the dimensions and indicators related to the competencies of sales managers gain by review the literature. Then, in the next stage, the main dimensions and indicators were determined by using a Likert scale based on a questionnaire and by questioning from 50 Sales Managers. Finally, by comparison questionnaire (Fuzzy Network Analysis (AHP), the dimensions and indicators prioritized. For the present study, six dimensions were identified: communication function, communication development, product management, leadership roles, professional competence and price management. Also, for each dimension, 4 indicators were identified, which is a total of 24 indicators. From the present study, it can be concluded that the relationship function was recognized as the most important indicator of sales competence by managers, and, respectively, the development of communication, product management, leadership roles, professional competence and price management in the following priorities. It can also be stated that from the 24 indicators obtained, improvement in customer satisfaction is considered to be the most important salesperson of Sales Manager, and the calculation of the cost of product the most important indicator is identified.

Competency-orientation is one of the most important topics in human resource management. The purpose of the research is to design a competency model for the Board of Trustees of Endowments and Charitable Affairs Organization. In the first stage, library studies were conducted with the aim of extracting theoretical issues of competence. In the methodological part, thematic analysis has been used. In the first part, all the upstream documents are analyzed and their contents are extracted and in the second part, semi-structured interviews with managers, some trustees of endowments and other experts have been analyzed and finally common themes have been extracted in the form of a competency model. This model has 4 main parts: “Skill”, “Motivation”, “Knowledge” and “Personal Characteristics”. The skills include "developing and improving endowments, following up and protecting the rights of endowments, improving the productivity of endowments, faithful implementation of intentions and executive management skills". In the academic section, one should be familiar with "improving the productivity of endowments, legality and faithful implementation of intentions". Regarding the motivational, he should be value-oriented and in terms of personal characteristics, he should be "lawful, committed, science -oriented" and general characteristics should be considered appropriate to the task

The systematic evaluation of the organization's operations and the presentation of the results report and its improvement solutions are the basis for improving the sustainable productivity of the organization. One of the requirements for the effective implementation of this strategy is that performance auditors have the required competencies. The present study is aimed to introduce the competency model required by auditors for the implementation of performance audit. This applied research was done with a qualitative approach and meta-synthesize method. The information sources of the research included scientific articles and other research reports in domestic and international scientific databases regarding the subject of the research. These data have been analyzed in the meta-synthesize process and coded by thematic analysis method. Findings show that Auditors' competencies are classified into three main categories: cognitive and personal competencies (calculating characteristics, motivations, system thinking, strategic thinking, and critical thinking), knowledge-based competencies (general knowledge, audit knowledge, and performance evaluation knowledge) and skill-based competencies (communication skills, leadership, team building, management and technology-oriented competencies). Accordingly, developing these competencies in performance auditors can improve the success and effectiveness of the implementation of this program in executive organizations. The findings of this research can be used in developing human resources development programs for this purpose.

The study’s purpose is to design a model of wise managers based on the implicit theory of employees. In this research, the qualitative method of phenomenology has been used, which reveals the structure and implicit meaning of a phenomenon according to the implicit meaning that people have experienced in their lives. The statistical population included all employees of an industrial company, which continued by purposive sampling until theoretical saturation (26people). Semi-structured interviews were used for data collection. Reliability was examined using inter-rater reliability and validity was investigated and confirmed by subject-matter experts. The data were analyzed by qualitative analysis. The results showed the model consists of 7dimensions in which concern and awareness of others, organization and planning, problem-solving and decision making, and motivation had the highest frequencies. These results can be used in dimension-based selection and development of wise managers, as well as the design of simulated situations and assessment centers.

The purpose of this research is to design a competency model for Jihadi managers. The current research is developmental in terms of its purpose and exploratory in terms of its research strategy. Its materials and content in the qualitative stage include the statements of the Supreme Leader, interviews and literature and the background of the research and the statistical population of the research in the qualitative stage, including two groups of scientific experts and managers, and in the quantitative stage, it includes managers with more than 20 years of experience and faculty members of the field. It is management. The sample size was 12 in the qualitative stage and 50 in the quantitative stage. The sample members were selected in the qualitative stage through purposive sampling and in the quantitative stage through accessible sampling. The data collection tool was an in-depth interview and a researcher-made questionnaire. Qualitative data analysis was done using content analysis method and quantitative data was done using inferential statistics. The findings of the research showed that the competency model of Jihadi managers includes 71 competency components in the form of eight dimensions of knowledge (two components), abilities (six components), skills (12 components), attitude (19 components), personality traits (10 components), insight (four components), and moral characteristics. (16 components) and validity (two components). The findings of the research showed that the most important competencies of a jihadist manager are his jihadist attitude and the necessary skills to perform his duties and responsibilities.

In today's turbulent business world, organizations are searching and competing to identify, attract and retain the best employees. But today's human resources are a little different from the past, developments such as maturity and development to work and the presence of generation Z knowledge forces in all fields, knowledge-oriented organiZational processes and the need to develop knowledge at all levels of organiZations, the high growth rate of technologies novel. Asredital), increasing the role and social responsibility of governments in responding to the increase in the coefficient of social capital and human capital in the growth and development of the country, has directed the new strategies of public administration to the development of meritocracy. They absorb a generation of important technologies with and digital. In this research, it seeks to compile and prioritize the indicators of the competency model in people of generation Z.

The qualitative statistical population was organiZational experts of the Ministry of Defense, 15 of whom were selected by snowball sampling (saturation point). Finally, 9 dimensions, 38 components and 102 questions were identified for the competency model of generation Z employees in organiZations under the Ministry of Defense. The dimensions are:technology-oriented, responsibility, creative thinking, changeability, ethical principles, communication, analytical thinking, collaborative decision-making and success seeking. Quantitative method is a descriptive-analytical applied study. In the quantitative part, the statistical population is staff experts of Ministry of Defense organiZations (420) and a sample siZe of 210 people was examined. The reliability of the questionnaire designed by the elites of the organiZation was determined using Cronbach's alpha criterion (α = 0.93). Data were analyZed using SPSS version 20 software and AMOS 18 software through descriptive statistics and confirmatory factor analysis.

The results of the research show that the 9 dimensions identified for the competency model of generation Z employees are confirmed in the qualitative part and prioritiZed: technology-oriented, responsibility, creative thinking, changeability, ethical principles, communication, analytical thinking, decision making. It is collaborative and successful.

The fundamental principle of the success and sustainability of social systems in the path of progress is principle of meritocracy. In addition, societies increasing evolution and governments' efforts to increase the quality and efficiency of public sector services have increasingly focused their attention to importance of nurturing and hiring qualified leaders. Besides, if we look at the importance of science and technology in the new world -which is the most fundamental basis for the advancement of countries- the importance of meritocracy in its leaders and institutions will be more cleared. Therefore, this study aimed to design a competency model for the Iranian Minister of Science, Research and Technology.

Thematic analysis is a method for identifying and analyzing patterns in qualitative data, by which qualitative data is divided, classified, summarized and reconstructed. Thematic analysis is essentially a descriptive strategy that facilitates the search for patterns within qualitative data sets.

Through interview with 42 experts, 794 primary themes were obtained which were analyzed by thematic analysis into 3 global themes, 13 organizing themes and 44 basic themes.

The first global theme is individual competency, which is divided into four organizing themes of intrinsic, value, attitude-behavioral and occupational. The second global theme is knowledge competency, which is divided into five organizing themes of knowledge of job field, experience, scientific image, knowledge of Islamic-humanities and management knowledge; and third global theme is the skill competency that comprises four organizing themes of management, leadership, political and interactive.

The main goal of any organization is to achieve the best quality of work through employees, managers play a very important role. Managers and leaders of organizations often face paradoxes that make it difficult for them to make decisions. Therefore, it is necessary to develop a competency model for human resource managers considering the importance of their paradoxical role for organizations. This research aims to provide a model of paradoxical managers' competence by systematically examining case studies in the field of competence and paradox. The Meta-Synthesis research method is based on the seven-step model of Sandelowski (2007), during which 348 primary articles were found in the period of 2000-2022, and at each stage, the articles that did not meet the desired criteria were excluded from the research. Finally, 11 articles were analyzed after obtaining all the desired criteria. After coding the desired articles, the results in the form of a conceptual framework show that individual competencies have 6 categories (human resources analyst, IT knowledge, cognitive competence, development, leadership, multitasking), managerial competencies with 2 categories (, resource management and relationship management) and functional competencies with 4 categories (organizational knowledge, industry knowledge, knowledge of the external environment and strategic partner-consultation) which is more related to the nature of technical and engineering fields in comparison with humanities fields, and human resource managers can give a more appropriate answer to the paradoxes that have arisen in their organization by developing these cases.

 Given the importance of the competency approach as a tool in the hands of organizations and human resource managers in order to provide, maintain and develop human resources, and align them with the strategies and goals of the organization, design a competency profile model for large companies today, become an essential demand. This research has been done with the aim of providing a competency profile model for employees in the Entekhab service industrial group and focusing on call center and technician’s staffs. This research is applied in terms of purpose and qualitative in terms of method. Qualitative data of this study were collected through semi-structured interviews with managers, supervisors and senior experts, technicians, from different provinces and supervisors and managers of the call center of the Entekhab service industrial group. After identifying the competency codes, and compiling the sub-main and main themes, a questionnaire was prepared and approved by experts in order to ensure that these codes fit with the themes. 35 codes, 8 sub-themes and 2 main themes were the findings of this study. After validation of experts, the final competency profile model was designed. The main themes of the competency profile model of the call center staff and technicians of the Entekhab service industrial group include two main themes of individual competence and organizational competence and 8 sub-competencies including: personality traits, communication skills, systems thinking and decision making, professional ethics, carte blanche and Participation, leadership ability, organizational improvement and development, and executive and operational capacity were determined

Human capital is one of the most important requirements for success in the new world of organizations and equipping it with tools for success in the new world is one of the concerns of managers in the banking industry. Accordingly, in this study, the competency model of human resources in digital banking is presented.

This study is an applied research that has been done qualitatively using content analysis strategy. Semi-structured interviews used to collect data. Interviews were conducted with 20 banking experts in the form of snowballs to the stage of theoretical saturation. Data analysis was performed in three stages of extracting basic, organizing and inclusive concepts.

The results of data analysis showed that the human resource competency model in digital banking includes two dimensions: general dimensions (executive skills and communication skills), professional dimension (perceptual skills, specialized knowledge, strategic knowledge).

The model of human resource competence in digital banking resulting from the present study can be the basis for managers' actions in order to identify and select human capital and strategies for human capital development, training and employment of employees.

Business intelligence is one of the most recent and important products of the information-based networking world that has been developed on the basis of the amazing ability of computing tools and digital methods to process, analyze, and display. Organizations seek to maximize the benefits of these new products to achieve their goals. The use of these products has necessities and one of the most important parts that must be fitted to them is manpower. Implementation and application of business intelligence requires realization of the necessary competencies in human resources and with the realization of this necessary competencies, the optimal use becomes possible. The present study, by using expert opinions and questionnaires, has extracted a list of 12 required human resources competencies (12 factors) for the purpose of the study. Then, using the fuzzy DEMATEL Matrix Questionnaire, collected the experts' opinions to discover the network of cause and effect factors (network relation map). By solving the fuzzy DEMATEL method, the network relation map and the effects of factors were obtained. Then, for ranking, the total relations matrix obtained by fuzzy DEMATEL method is used as fuzzy ANP input. Following the steps of this method, the 12 extracted factors were ranked and the problem solving, business intelligence literacy and data literacy, were ranked highest.

The management consulting industry, with a total global value of approximately $ 285 billion, is one of the largest and most flourishing markets in the professional services industry. An analysis of the last five decades indicates that the development of the management consulting industry has been closely related to the developments in the global economy during the past years. Management consulting as one of the sub-branches of knowledge-based business services has had a higher growth than the other sub-branches in this field.So far, just a few studies have been conducted on the success factors of strategic management consultants and their consequences. The issue of management competency has widely been considered by researchers, but the competency of management consultants have been less addressed. The purpose of this study is to investigate the competencies of strategic management consultants. The research method is qualitative and in accordance with the emerging Glaser’s grounded theory. The experts in this research consisted of 21 professionals in the field of management consulting, especially strategy consultants, who were selected through purposeful sampling, and semi-structured interviews were used for data collection. The MAXQDA software version 10 and the triple coding approach were used for data analysis. As many as 992 codes were found in the first stage (open coding). After the elimination of the repeated or poor codes, 525 pure codes were left. The results indicated that strategic management consultants should have a set of general and specific competencies. General competencies are divided into three groups including individual and characteristic competencies, managerial competencies, and consulting competencies. Specific competencies are a set of competencies related to strategic management and management consulting. A total of 25 key competencies were identified, and their relative importance was analyzed based on the number of repetitions of the categories and their frequency. These competencies were eventually demonstrated in a model called the Strategy Consultant Competency Circle, which can serve as a good basis to assess strategy consultants and assist clients in selecting the best consultants.Among five major competency categories, strategic management competencies are the most frequent. This category includes competencies as the deep knowledge of strategic management, strategic thinking, change of management skills and environmental mastery, which means being aware of the best practices of the industry, knowing about competitive environment and consumer behavior, and so on.Specific consulting management competencies are in the second rank according to frequency. This category includes competencies such as leading the leaders, project management, problem solving, flexibility and organizational coexistence (i.e, to be approved as a member of the organizational family). Of course, theses competencies are common among all the management consultants in any field such as strategy, HR, marketing, and so on.The third category includes characteristic competencies such as being achievement-oriented (i.e. management consultant should be a model of success), learning appetite, self-control, being loved, self-confidence, intelligence and personal maturity.The fourth category includes general management competencies such as basic management skills, ability to integrate, general information, knowledge of management and organization, and at last economic intuition.Finally, there is the category of general consulting competencies. They are vital not only for management consultants but also for consultants in other fields such as psychology, legal, and so on. This category includes effective communication, verbal skills, professional ethics and mindfulness. So, we have 25 competencies in five categories. The proposed circle model has several various remarkable benefits. First, it helps to understand the basis and origin of competencies. Second, it shows, to some extent, the ability to compare the competencies of strategy consultants with other groups of individuals with whom they have some commonalities, such as strategic managers, management consultants in other areas, consultants and managers. Third, this model provides a good blueprint to determine the competencies of groups related to strategy consulting. For instance, in the case of a human resources consultant and based on this model, four parts of the circle can be used exactly (although the objective examples of some of these competencies may be different). It is also enough to remove the strategic management competencies and identify and replace specific human resource management competencies.The present study clearly shows that the effectiveness of strategy consulting depends on the acquisition of a wide variety of competencies. It is now possible to better understand why a high percentage of strategy consulting projects fail. Acquiring the 25 competencies proposed for strategy consultants requires the implementation of various training and development programs, the gap of which is currently well felt in our country. Therefore, the major suggestion of this research is to launch professional training courses for strategy consultants to provide the human capital needed in this field.

The aim of the current research was to identify the components of professional competence and provide a model of professional competence of educational managers of the second secondary education in Lorestan province.  The research method is applied according to the purpose, mixed (qualitative-quantitative) according to the type of data, sequential exploratory, cross-sectional according to the time of data collection.   The statistical population of the qualitative part of the research was university professors, experts and experts in the field of educational management. To determine the samples of this research, a targeted non-random sampling method was used from 14 experts.  The statistical population of the quantitative part included all the educational managers of the second secondary school in Lorestan province, numbering 752 people. Using Morgan's sample size table, 254 people were selected as subjects.  The research tool is a 58-item questionnaire.  The validity of the quantitative tool was confirmed through construct validity, and its reliability was found in the range of 0.72 to 0.93 by calculating Cronbach's alpha.  The results of the research showed that the most important component of professional competence among educational managers of the second secondary course is supervision and guidance, knowledge management, evaluation, decision-making, planning, professional ethics, creativity and innovation, communication skills, negotiation skills, information literacy,  The use of new technologies in teaching, the skill of using information and communication technology, conducting research, conducting scientific and applied research, familiarity with teaching methods and techniques, and encouraging employees to teach are effective.

The aim of this study was to design and validate the competency model of educational administrators with a succession approach. This research is based on interpretive philosophy and has been done with a deductive-inductive approach. In terms of audience, it is a basic research that has been done with a mixed research method. Using a purposive sampling, fifteen persons participated in the ISM section who were academicians and professional experts (directors of education). The statistical population in quantitative part was the education staff of Khorasan Razavi province. The sample size that was estimated by Cochran's formula was 180 persons who were selected by random sampling. The initial model was validated by partial least squares method. For analysis of data in the qualitative phase we used maxqda software and in the quantitative phase MicMac and Smart PLS software. Research findings indicate that the underlying element of competency is professional potential of educational administrators is professional potential that affect their organizational potential and cognitive characteristics as well. These factors also affect motivational and psychological characteristics of educational administrators that  lead to their performance improvement.

Background & The selection and appointment of competent managers with necessary capabilities is one of the most important and sensitive issues in the crisis management process. Based on this, in the current research, the competency model of commanders and managers in crisis management is identified.
The current research is a type of applied research in which content analysis strategy is used. The statistical population of the research included experts and experts of the Air Defense Force, 12 of whom were selected as a sample size in a targeted way. Interviews were used to collect data. The research data were analyzed through coding.
Based on the analysis of the research data, each of the individual, interpersonal, organizational and environmental competencies and insight of the commanders and managers were identified for each of the stages before the crisis, during the crisis and after the crisis.
The selection and appointment of commanders and managers can be done based on the extracted model of competence of commanders and managers in crisis management in this research. Based on this, the managers should proceed to develop the operational model of the final model.

The aim of this study was to identify the indicators of staff competency development in the center of evaluation and development in the judiciary affiliated to the judiciary in Yazd province. This research is a descriptive study with applied purpose and has been done in a mixed way (qualitative and quantitative). First, by reviewing the literature on the subject of research and then by Delphi method, indicators of employee competency development in order to create a center for evaluation and development are identified and in the next step, using interpretive structural modeling, relationships between dimensions and indicators are determined and analyzed. Is located. Based on the research literature and Delphi method, 7 dimensions and 32 indicators were identified. The main dimensions are structural factors, contextual factors, behavioral factors, factors related to the characteristics of evaluators, competency indicators, characteristics of those evaluated and competency assessment tools. The results show that in model leveling, competency assessment tools were identified in the first level as a dependent variable and structural factors in the sixth level as an independent variable. It is suggested that the improvement of structural factors that are the basis of the model be given priority and in accordance with the set indicators, measurement tools be developed and used for the development of employees and managers.

The aim of this study was to "design a model for the development of employee competence using the Center for Evaluation and Development." This research was an exploratory study with an applied purpose and in a mixed form. First, by reviewing the literature of the research subject and then by Delphi method, the dimensions and indicators of staff competency development were identified and in the next step, the implementation of structural equations was performed. The statistical population in the qualitative field includes 14 experts in the field of human resources and in the quantitative part includes all employees of the judiciary affiliated to the judiciary of Yazd province to 650 people and using Cochran's equation, 241 people as a statistical sample randomly selected Were. Based on the research findings, for the proposed model, 6 dimensions and 32 identification indicators and the main dimensions of the model including structural, contextual, behavioral factors, factors related to the characteristics of evaluators, characteristics of the evaluated and competency assessment tools were identified. It is related to the dimensions of "contextual factors" and "behavioral" and the lowest dimension is related to the "characteristics of evaluators". It is suggested that in order to develop human resources and assess the competencies of the employees of the studied devices, the implementation of the evaluation center is on the agenda and in order to develop the competencies of the employees, attention should be paid to structural, contextual and behavioral factors. Establishing the establishment of the proposed model is helpful.