جستجوی مقالات مرتبط با کلیدواژه « organizational laziness » در نشریات گروه « مدیریت »

Organizations are usually uninterested in change and evolution, and a kind of idleness and laziness is seen in them. The majority of necessary and critical changes of the organizations and their ability to adapt to environmental uncertainties get afflicted with organizational inertia and fail. The purpose of this study was to investigate the effect of organizational inertia on organizational laziness and organizational anomie. This survey study was applied in terms of purpose and descriptive in terms of research method. In the study, organizational inertia was the independent variable, while organizational laziness and anomie were the dependent variables. The statistical population was comprised of the employees of the University of Tehran. Based on the population size (i.e., 4000 individuals) and the sample size determination formula, the least sample size was determined to be 350 people, who were selected through stratified sampling method. The data collection instrument was a questionnaire whose reliability was determined using Chronbach’s alpha coefficient and whose validity was confirmed using content validity obtained from the opinions of experts familiar with the research question. Moreover, in order to run correlation and other analyses, SPSS 22 and AMOS22 software packages were used. The results of data analysis led to the confirmation of all research hypotheses: organizational inertia has a significant, direct, positive effect on organizational laziness, and organizational inertia has a significant, positive effect on organizational anomie.

The aim of this study is to identify the factors affecting the social laziness of organizations. This research is applied in terms of purpose, and in terms of nature and method of data collection is survey-analytical. The statistical population of the study in the screening phase is 15 experts including academic experts, managers, and supervisors of public organizations in Tehran that have two characteristics; first, complete, in-depth familiarity with the organization issues; second, interested in participating in the study. In this phase, judgmental sampling method was used to select the best people from the community of experts. The main data collection tool in this study is questionnaires that were designed for different purposes and distributed among the statistical population. It should be noted that in this study, the first questionnaire was designed to be open and to identify the factors. The second questionnaire was close, aiming at screening the factors. After data collection, the necessary analyses were conducted using SPSS software, the combined approach of DEMETEL, and ANP. The results of the research led to the identification and prioritization of 8 factors. Based on the combined approach, the criterion of order-law and injustice ranked first with a weight of 0.1634. Weak monitoring system ranked second with a weight of 0.1426 and space boredom and burnout ranked third with a weight of 0.1274.

The aim of this study the role of invisible employees in government agencies on organizational laziness. The research method is descriptive and correlational- Structural Equation Modeling. The population consisted of all employees in Ilam governmental agencies, that their number is 27300, the sample is quota sampling. The quota for each of these organizations is intended. According to the Morgan Table, 380 persons were determined as the sample. The sampling method was random sampling and Data were gathered by questionnaire that the professors had confirmed its validity and reliability and by using Cronbach's alpha that is confirmed desired reliability. For analyzing, the Correlation and Structural Equations Modeling (SEM) were used. The results showed that the invisible employees and its components, virtual desertion, neglect of work, hypocrisy and shirking has a significant influence on the organizational laziness.

One of the challenges facing organizations in a dynamic, complex and competitive situation today is the phenomenon of organizational laziness. The weakness and weakness of employees in performing their duties collectively is a problem that the Iranian organization faces more than before. In the present research, the goal is to provide The native model of organizational laziness and prioritization are the most effective causes of organizational laziness in Iran's organizations. For this purpose, 20 research experts used the research literature and after validation by using Delphi fuzzy method, and 4 dimensions and 15 components were identified. Selection of experts was done purposefully and with snowball method. In the next step, using the combination of Dematel and network analysis process,(DANP), and using MATLAB software, all direct and indirect relationships between dimensions and components were calculated. The final model of organizational laziness was presented and then based on the importance of ranking the dimensions of determination : Organizational factors, Management factors, Individual factors, Environmental factors.

The main objective of this research is identifying the mentality of people towards the organizational laziness in Ilam government agencies. This study methodology is Q method, that is integrated (qualitative- quantitative). The population includes managers of Ilam governmental agencies that 10 professional managers who working in Ilam governmental agencies were selected for sampling. The results indicate that managers of governmental agencies in the Ilam city, about organizational laziness in governmental agencies have three paradigm. Which include: employees (individual factors), organization (organizational factors) and the nature of governmental jobs. Government jobs generally are routine, monotonous and boring that will face employees with burnout, this routine jobs and burnout obtained from them have negative consequences includes separation of individual and organizational objectives and resistance to any job change which causes staff feel discouraged, job dissatisfaction and tired, and make organizational laziness by negligence, evasion of work, to postpone the duties and lack of sufficient precision in doing tasks.