The main purpose of this study is to identify and measure the factors affecting the performance of Naja financial managers in order to identify and prioritize the factors affecting the performance of Naja financial managers, both individual, organizational and environmental. This article is applied in terms of purpose and descriptive survey method. The study population consisted of all Naja financial managers with 128 members. The sampling method is integer. The validity of the questionnaire was confirmed by content validity, which was taken into consideration by experts in designing the questionnaire questions. Cronbach's alpha coefficient was calculated to be 0.814, indicating good reliability of the questionnaire. Data were analyzed using Kolmogorov-Smirnov tests and regression analysis and Friedman test. Findings of this study show that environmental factors have the highest average rank and organizational factors have the lowest average rank. The results of the study indicate that individual factors, organizational factors and environmental factors influence the performance of financial managers of NAJA.

The main purpose of this research is "to investigate the effect of the implementation of the 5 S on the performance of the the Financial Controller agents." The Environmental Adornment System, or "5S", has five factors ; separation, repair, arrangement, cleanliness, continuity, safety, and discipline. The hypotheses of this research are based on these five factors, which include a major hypothesis and five sub-hypotheses. The statistical population includes financial managers and accountants in all units of NAJA. This research is applied and methodically, it is descriptive-analytical and a questionnaire was used to survey 30 questions. In order to achieve the purpose of the study, this researcher-made questionnaire, after being approved by relevant faculty members, has been distributed to 84 investigative practitioners which were selected from 116 people in the statistical population and using simple sampling methods. Cronbach's alpha method was used to determine the reliability, which according to the coefficient of 897% has a desirable reliability. After collecting the questionnaires and entering the data in the software, the data of this research was analyzed in two sections: descriptive and inferential statistics. In descriptive statistics, frequency, mean and standard deviation, and inferential statistics, correlation coefficient and regression were used. The existence of empirical evidence and the results of this study on the relationship between the "5s" and and improvement of the performance of the agents of NAJA shows that the principled application of the "5 S" implementation procedures can have a positive effect on improving the performance of the Financial Controller agents. The results show that the implementation of "5s" affects the performance of the agents of NAJA; In other words, each of the 5S components (organization and repair, ordering, cleaning and cleanliness, sustainability, safety, discipline) has a significant impact on the performance of the Financial Controller agents of NAJA.

One of the most important components of organizational performance is the financial performance of the organization. Accumulation or waste of financial resources in one organizational unit can endanger the whole organization. In order to improve the financial performance of the police force of the Islamic Republic of Iran, the first and most important step is to improve the performance of commanders and managers of the organization. In terms of purpose, this article is a development research that uses a mixed method. In the research process, first, the list of factors affecting the financial performance of commanders and managers was extracted by meta-analysis method and the factors were classified according to the three-pronged model. Then, in order to discover the hidden factors and to modify the factors extracted from their meta-analysis method and their localization, from the statistical community of scientific and executive experts of NAJA headquarters as well as university experts who were experts in the field of financial resources management and had relevant work experience, 18 People were selected by purposive sampling method and an open questionnaire was distributed among them. Using Cronbach's alpha, two factors "age" and "client satisfaction" were removed from the model and according to experts, two factors were "adherence to religious principles" and "program". Job path "was added to the model that the reliability of the questionnaire regarding the approved factors was calculated more than 0.7, which has a good validity. After this step, in order to rank the confirmed factors, the method of hierarchical analysis has been used. The software output shows that the factors are ranked with a compatibility rate of 0.842 and are approved by the model. The results show that in general, "behavioral factors" have the greatest impact on the financial performance of NAJA commanders and managers, followed by "structural factors" and finally "land factors" are factors affecting financial performance.

The purpose of this study was to investigate the effect of organizational learning on the performance of the financial managers of NAJA. The statistical population is 114 people. Regarding the limited number of people in the statistical population, sampling method has been used in whole. The data collection tool was a researcher-made questionnaire containing 38 main questions. Validity of the questionnaire was confirmed through the receipt of expert opinions and financial experts of NAJA. The validity of the questionnaire was 0.886 using the Cronbach's alpha for the whole questionnaire. In order to analyze the data on the inferential level, Kolmogorov-Smirnov test was used to check the normality of the data and the regression method was used to examine the effect of variables. The results showed that all of the variables of the common perspective, the factors of organizational learning culture, group work and learning, sharing of knowledge, system thinking, participatory leadership and employee competency development are effective on the performance of NAJA's executives.

This research was carried out with the aim of identifying and pathologic factors affecting administrative and financial corruption in the NAJA and provincial command headquarters. The research method, survey correlation and reliability of the researcher-made questionnaire with Cronbach's alpha were 9334/0 and the validity of the questionnaire was verified through content validity and factor analysis. The sampling method used in this research was purposeful sampling and the questionnaires were distributed among 704 statistical samples including managers and experts in the Headquarters of Provincial Centers. The results of the research showed that in the Naja Command and Police Command of the provinces between management factors, weakness of managers exist : 1. in leadership and guidance; 2. monitoring and control; 3. mobilization of resources and facilities; 4- communication As four determinants among nine administrative factors affecting administrative-financial corruption; And, on the other hand, strengthening the skills of counseling, decision making, and leadership and leadership prevents financial and administrative corruption. Also, effective strategies for preventing or combating administrative-financial corruption, how the effective and preventive factors of corruption-administrative and financial factors were investigated in Naja and provincial command headquarters using four indicators, and out Of 49 options reviewed in the factors affecting corruption, 19 effective and determinatory options were identified, as well as 54 of the selected options among the effective factors in preventing corruption, 24 effective and determinants were identified so that they were effectively effective Being exposed to corruption as a deterrent to corruption, was one of the means of aggregating more factors and was of great importance in the occurrence or prevention of corruption.

NAJA as one of the biggest organizations in the country due to the goals, responsibilities and various missions and the existence of special security budgets has a kind of special supervision system. It should be responsible as a public organization for recording economic activities, maintaining these activities according to the rules, regulations and guidelines issued by the competent authorities, especially the Ministry of economic Affairs and Finance and the Supreme Audit Court. This research is descriptive, and also statistics were used to describe the data. In order to answer research questions, a one-way t-test and Friedman ANOVA tests were used via SPSS software. A questionnaire is used as a measuring instrument which was distributed among 120 employees of the Tax Administration and financial issues in NAJA and financial managers in different provinces and cities throughout Iran, and also deputies of based in NAJA headquarter.
The results of the research and data collection indicate that the supervision of the Supreme Audit Court has an effect on accuracy, speed and authenticity of financial performance of accountants in NAJA. Imposing more control and also provide the necessary training results in better implementation of rules and financial regulations by accountants.

The purpose of the study is to design a growth and enhancement model for the strategic managers and commanders in NAJA. This research is an applied research and uses descriptive methods to collect data. Considering the study’s purposes, the study employs quantitative methods in order to validate the model, weight and determine the influencing factors. Data analysis was done through structural modeling and Friedman test (ranking factors). The results show that the structural variables have more weight in comparison with demographic variables in enhancement of NAJA’s managers. Among influencing factors, spiritual aspect has the most weight in elevating NAJA’s managers and commanders. Family relations, as a factor, have the second place. In general the study’s results show demographical variables as the suitable ground for improvement of NAJA’s commanders and is also important in their accomplishing physical and psychological betterment, personal, professional, and spiritual enhancement. The validated model has 8 dimensions, 23 factors, and 122 indicators that shape the framework for NAJA’s managers and commanders’ enhancement.

The present paper aims to identify the structural indices of development and improvement of the commanders and managers in NAJA. Taking into account the research objectives, the present research uses the mixed research method. Initially, the qualitative research method has been used to create a mixed model and then the quantitative research method is adopted to investigate the effectiveness and significance of indices and components. To do this, the two methods of theoretical literature study and documents analysis and questionnaires have been used to collect the necessary data. The findings show that among the structural components influential upon improvement, the spiritual dimension has the greatest effect on the improvement of managers and commanders with 3.05. This component includes indices such as belief, political insight, religious knowledge and revolutionary ideals. This important finding leads us to the fact that the significant and identity-forming spiritual factors have a unique effect upon the improvement of managers and commanders in NAJA. Then come the character component with 2.47, professional improvement with 2.433 and physical-spiritual improvement with 2.15.

Certainly, human existence as a non-removable part of management, can be considered as the main challenge of managers,therefore, according to scientists and experts, although managers and commanders are responsible for a variety of tasks, leadership is the most important and, at the same time, the most difficult task for them to handle.  This study is a descriptive-tracingkind of study.  The statistical society is all the staff and directors of the deputy of Human Resources of NAJA (480 people) and its sample size is (215 people) based on the Cochran formula.   Considering the following: adopting different leadership styles and positive or negative feedback, and taking advantage of the findings of this research and in order to increase productivity and positive performance in NAJA’s human resources deputy, consultative and participatory leadership styles should be consideredand magisterialand supportiveleadership styles should not or less be considered.Conclusion is only applicable to the NAJA Human Resources Deputy Commandership and the use of this leadership styles are not recommended for other operational and executive categories.   regarding the aboveitems, there is a positive and direct relationship between selecting a suitable leadership style andconsidering the research findings. Which means the leadership style affects employee’s performance, and, this effect is positivesince β = 0.203.

This study primarily aims to identify the effective factors in empowerment of NAJA middle commanders and managers. The statistical population comprises all middle commanders and managers at NAJA 589 of whom were selected as the statistical sample via the stratified sampling method. The data were collected through two self-designed questionnaires whose validities and reliabilities were tested and verified through the face validity method as well as computation of the chronbach’s alpha. The first questionnaire, designed for determining the effective factors in empowerment, was completed by a sample of NAJA middle commanders and managers; and the second one, developed for determining the coefficient of importance and the share of each factor in empowerment of NAJA middle commanders and managers, was filled in by NAJA’s genii. The data collected were analyzed by means of Kolomogorov-Smirnov test, Friedman’s test, and Kruskal-Wallis test. Results suggest that 27 factors with a mean of almost 60 to 90 on a 100-grade scale affect empowerment of NAJA middle commanders and managers. These factors are in terms of 3 aspects and divided into 8 categories:Individual Aspect: Category of psychological, Islamic, revolutionary and professional factors; Organizational Aspect: Managerial and structural strategies as well as the organizational nature; and Environmental Aspect: Legal, economic, cultural and political, and social environments Among these 27 factors, 3 factors, i.e. faith, combating oppression, and people-orientation had the most effects, and 3 other factors, namely, structure, sociopolitical environment, and the leadership style had the least effects.