نشریه آینده پژوهی مدیریت
سال هجدهم شماره 4 (پیاپی 71، زمستان 1385)

Every organization by nature aims at realizing a mission and its objectives. the objectivesof an organization merely indicate what should be done, what is important in this regard of the elements inside and outside the organization. Among the internal factors. human resources has always been regarded as one of the most important ones. Capabilities, skills, abilities, knowlegge, etc,are all indices that affect the performance of man power and as a result,affect the function of an organization.So, the higher the quality of the man power, and the more ligically-relatedthe functions and organizational interactions to the optimal use of man power are formed, the better the performance of man power will be.Nowadays,organizations benefiting from qualified man power mention this privilege as one of their strategic advantages in the world of competition.Therefore the value of man power to a large extent determines the success or failure of organization.But the point that how man power can be valued,and how the values pertaining to this important factor should basically be detrmined, has been the major concern of many thinkers in management sciences.In this regad various methods- especially after 1960s-have been presented: most of them recommend valuation of man power via the accounting system of the human resources.The model presented in this article attempts to identify a combination of significant factors influencing the processof valuation of human resources, and offer the result in the form of an operational model.Accordingly, a model will be presented that delineates the factors affecting the process of valuation of man power as a balance sheet for man power. To realize this,all factors embracing job,employee,and the interaction between them will be taken into accont through considering the environmental , and organizational indices, and then, the value of human resources of the organization will be calculated via operational solutions .In the conceptual model presented in this research , an all - out recognition of internal and external factors,as will as the functions and activitiesof organization , as input data, is required, To implement the model,various requirements at all organizational levels must be determind,and the components and processes influencing the implementation of the model must be identified.

The 1980s witnessed the establishment of many new production strategies, including Just-in-time manufacturing, Lean manufacturing, Kanban systems, and Total quality management. (TQM) These strategies have been applied by many companies to improve system management, enhance product and process quality, and reduce operating and inventory costs, in order to better compete in different markets. Recently, however, the strategies have focused more on improving supply chain management to achieve these goals. Many of the advances in supply chain management can be analyzed with the aid of a computer. Computer – aided decision - support tools play a very important role in assisting and supporting decision makers managing a complex supply chain system. This dissertation develops a computer - aided decision - support tool: an integer linear optimization model of a deterministic multi - item, multi - stage, multi - period, capacitated, with deterministic demand generalized network supply chain system. The model uses a kanban control system to plan and allocate production and delivery throughout the supply chain - The main objective of the model is to minimize the cost of Kanban injection, the cost of finished goods inventory, and the cost of work - in - process inventory in the system. Practical problems of supply chain systems with associated optimal production and delivery allocation are also presented.

Attempts to examine the concepts of Trust and Commitment, on two levels of Retail Relationships: the Salesperson level as well as the Store level, and test their impact on Relationship Quality. Based on a review of the literature, a conceptual model has been developed that links Trust and Commitment to Relationship Quality. A number of research hypotheses have been formulated to examine the relationships proposed. The main variables include: Salesperson Trust, Store Trust, Salesperson Commitment, Store Commitment and Relationship Quality. This article presents the result developed and discusses some empirical findings from a survey of Shoppers in Sharvand Chain Stores setting in Tehran. In particular, the two levels of relationships (Salesperson and Store level) are examined from the Customer’s Perspective, using Path Analysis (SPSS). The findings in this study indicate that for the establishment of higher levels of Relationship Quality in a Customer-Salesperson Retail Relationship, it is very important that a customer has a high level of Trust in the Salesperson and feels committed to the Salesperson. The importance of Commitment in Retail Relationships (Customer-Store) is stressed by its strong relationship with overall Relationship Quality. Consequently, Salesperson Trust rather than Store Trust is a significant predictor of overall Relationship Quality. Despite that, Customers’ Interactions with the Salesperson are likely to shape their perceptions of Relationship Quality to a certain extent. This implies that Trust and Commitment in the Salesperson is likely to have some indirect effect on Trust and Commitment in the Retail Store. Concludes with a discussion of the implications of the study and provides directions for future research.

Most organizations dont follow a specific method to decide how to outsource their activities. Studies show that most organizations make these decisions mainly based on their overhead costs. In these organizations, those activities are selected for outsourcing which decrease the overhead costs. In spite of wide studies about outsourcing a documented and comprehensive procedure for decision making is not provided in the literature. In most articles, Only a quantitative spect of the decision making process, that is cost, is considered or some guidelines are provided about the strategic nature of the decisions. In this study, a model is provided to make decisions about the amount of outsouring of maintenance systems in manufacturing companies. Maintenance of equipment is mainly one of the candidates of outsourcing in manufacturing companies. With respect to importance of the system, while making decisions to outsource them, all related advantages and risks should be considered and their short and long term outcomes should be regarded. In this model, first, using cluster analysis technique, all maintenance activities will be divided to some clusters. Then, it will be decided which of the clusters should be outsourced. Decision – making steps include; Core competence, supplier's market analysis, Analytical Hierarchical Process (AHP), sensitivity analysis and final decision – making. Therefore, determining the amount of outsourcing of maintenance system will be accomplished via determining its subsystems and decision – making about them.

This article contain case study of The People Developer Standard or PD.In this article after surveying standards of the people development (the patterns of IIP,PCMM), introduce and explain the principles and standard index of PD and capability of implementation the people developer standard in administrative rganization and condition of intended organization about the result of PD measurment and the level of this organization is evaluated and level of distance between intended organization with standard is identified and in the final offer some way for it.

This paper represents the use of value analysis technique in assembly lines of production systems. For this purpose, with the use of strategic position and action evaluation matrix, we identify the position of the organization and the necessity for value analysis. By studying the assembly line, some criteria such as average number of activities in each station, smoothness index of the activities, job distributions and activities in each station along with the increased rate of output (balance efficiency), average efficiency coefficient of the stations, the number of production and the engaged manpower for both states (before and after balancing assembly line) are computed. At the end, by comparing the computed criteria in both states, the amount of monetary saving is identified. Therefore, the results of this research show that implementing this process provides considerable economic benefits.

Management systems in productional and in dustrial organizations from start to operations, can be divided in to three stages: 1- Management of construction 2- Management of commission and 3- Management of operation. These types of management have structural differences. Management of construction stage has a specific definition and framework, organization's management system. Management of operation has a clear status too. But management of commission has no clear status in management system of production and industrial organizations. This is because the related regulations and systems are different in these stages. Hence and regarding the importance of management in commission stage, the concept of commissioning management and the necessity of attention to it has been explained. The components and condition of commissioning stage, required managers, employees, environmental work condition, current regulations in organization, working with contractors, condition of safety system, customer, oriented and management of human resources has been explained and compared to other stages.