نشریه توسعه سازمانی پلیس
سال نوزدهم شماره 2 (پیاپی 81، تابستان 1401)

Agility in the organization of the administrative system is one of the important concerns of the administrative system, which is emphasized in the administrative transformation policies announced by the Supreme Leader, the roadmap for the reform of the administrative system. The administrative system of each country is the organization that regulates the activities to achieve the lofty goals of the country, which, while creating coordination between different sectors, provides a suitable platform for solving the problems and issues of the people and facilitating public flow.Accordingly, considering the importance of the subject of the present study, the identification of obstacles to the implementation of the program for the agility of the administrative system is in accordance with paragraph 10 of the policies for the transformation of the administrative system. The research method is applied in terms of results, descriptive in terms of purpose and quantitative in terms of data type. The statistical population in this study is 250 employees working in the Expediency Council that based on simple random sampling, 152 people were selected as a sample. The tools used in the research include a researcher-made questionnaire. The content validity of the questionnaire was confirmed by experts and its reliability was confirmed using Cronbach's alpha coefficient (above 0.7). Data were analyzed by SPSS software. In the descriptive statistics section, mean and standard deviation were used. In the inferential statistics section, Kolmogorov-Smirnov test was used to determine the normality of the data and KMO and Bartlett tests were used to evaluate the adequacy of sampling and confirmatory factor analysis and Friedman test. Findings showed that the obstacles to the implementation of the administrative system organization agility program in accordance with paragraph 10 of the administrative system transformation policies are: barriers related to executives, structural and content barriers, barriers related to human-financial resources and barriers caused by the environment And beneficiaries. These results are significant at the alpha level of 0.05.

Organizational commitment is so important in organizations that research on identifying the factors affecting it and prioritizing these factors can help managers to create a suitable environment to increase employee commitment, so the purpose of this study is to identify And prioritize the factors affecting organizational commitment in the staff of Golestan Province Border Command was 660 people, from which 243 people were selected using Cochran's formula by simple random sampling. Due to its nature, the research method is descriptive survey research. The statistical population in this study was the staff of the Golestan Province Border Command, from which 243 people were selected by simple random sampling. At first, using library studies and open questionnaires and using the opinions of experts, and using the focus group method, the factors affecting organizational commitment were identified and classified into four general groups. After identifying these factors, pairwise prioritization matrices were prepared and provided to the staff of Golestan Border Command. Finally, the research data were analyzed using the AHP method and Expert Choice software. The results showed that among the four main factors, motivational factors with a relative weight of 0.618 had the highest and individual factors with a weight of 0.188 had the lowest weights and environmental factors with a relative weight of 0.598 and occupational factors with a relative weight. 0.450 occupy the second and third places among these four factors. Based on this, it can be concluded that prioritizing the factors related to organizational commitment, if it is a priority for organizations, will certainly make significant progress in organizational performance and productivity.

Today, entering the field of excellence is inevitable for all organizations and at all levels, and not entering this field will cause new problems for organizations. Therefore, the aim of this study was to design a model of organizational excellence in the disciplinary command of Mazandaran province with an interpretive structural approach. The present research is applied and based on the method, descriptive-correlation. The statistical population included 10 organizational and academic experts in the field of human resource management and social sciences. In the first step, interviews with experts were used to identify the dimensions and components of organizational excellence, and in the second step, interpretive structural modeling with Excel software was used to design the model. The results showed that the organizational excellence model has 7 levels: increasing people's trust in NAJA in the first level, increasing the sense of security in the society in the second level, people's satisfaction in the society in the third level, reducing crimes in the society in the fourth level, components (command effectiveness, Improving protective standards, promoting ideological standards, improving the capability of employees and managers, reducing internal crimes of employees, promoting professional and organizational values, increasing job satisfaction of employees) in the fifth level, components (improving process criteria, smartening processes, promoting employees' moral and cultural values, Promoting the religious and spiritual values of employees) are at the sixth level and the use of modern technology and strengthening the infrastructure of information integration are at the seventh level. Finally, it can be said that the foundation of the organizational excellence model is the use of modern technology and strengthening the infrastructure of information integration.

Every government and state needs to strong and organized armed forces to preserve its independence, security and territorial integrity. Also I.R.I, after its foundation has applied armed forces to persist and to repel the external and internal threats, the forces such as General Staff of Armed Forces of I.R.I, Army of I.R.I, Revolutionary Guard Corps, Law Enforcement Force and Ministry of Defence. The current article as the result of a research in the same field is to consider the role of Law Enforcement Force to provide security in Islamic government from the Supreme Leader point of view as the commander in chief. This research has been done by qualitative method from kind of descriptive – causal by means of content analysis and refering to all of the Supreme Leader's statements from the beginning of the guardianship till now (1989-2019). The supreme leader, in his remarks throughout their blessed leadership in the Islamic Republic of Iran, consider security to be divine blessings and the basic need of the people and the context of psychological progress and peace. They say.The Supreme Leader's view of law enforcement duties on social security can be classified within 17 titles: securing life, securing cyberspace, preventing arms sales, confrontation with sedition, gaining social trust, manifestation of the Islamic Republic's sovereignty Secure social space, moral security, gaining legal authority, strengthening the special unit, combating corruption and insecurity, ethics, fighting offenders, creating and maintaining order and security, being kind and kind to the people, being in the community, sensitivity and sensitivity Accuracy at work. The characteristics of the Islamic police are also as follows: Providing the Islamic order and security of society against the law; Faith, authority and consciousness; Gain trust and confidence of people; Adhere to the principles of revolution and religion; Ethics, dignity, nobility, trust, purity and shelter of the hearts

This study was conducted to investigate the effectiveness of employing contract staff in NAJA missions.

The present study is applied in terms of purpose and has been done by survey-analytical method. A researcher-made questionnaire was used to collect data. The statistical population includes all contract staff of the line and staff, as well as managers and commanders of the first and second layers, including Rahvar, base support and information and moral security police of NAJA. The sample size was calculated using Morgan table according to the statistical population, 101 employees and 23 managers and commanders and the sampling method was multi-stage, ie a combination of cluster sampling and simple random sampling. Cronbach's alpha coefficient for the reliability test in this study is 92.. Is obtained.

According to the studies, according to the relevant findings, it is clear that environmental factors in terms of managers and employees have been the most effective factor and behavioral factor has been the least effective in NAJA. The final model of conceptual analysis of the research showed that the highest direct impact belongs to the structural branch variable (0.525%), then the environmental branch variable (0.467%) and finally the behavioral branch variable (0.417), which in total is about (46.9%) variance explains the effectiveness of contract employees.

The results show that if the NAJA organization wants to be in the forefront of effective activities, it should reduce the amount of formal controls over employees and involve them in decision-making and problem solving of the organization and put delegation on their agenda.

Today, innovation, performance improvement and maintaining competitive advantage are the main goals of knowledge-based companies and management innovation can play a significant role in achieving these goals. In this context, the purpose of this study is to achieve different mental patterns of managers towards management innovation in knowledge-based companies and to identify key factors resulting from the explanation of these mental patterns. This research is paradigmatic, interpretive and positivist and based on the purpose of applied research, According to the purpose of the present study, the combined Q method was used to perform it. The participants of this research are managers in knowledge-based companies and their selection was based on their expertise and close relationship with the research topic. Thus, 20 managers with the mentioned characteristics were selected in order to sort the Q ranking table through purposive sampling, which is expected to have more diverse mindsets. In the next step, after sorting the factors in the form of Q cards on the Q ranking table, the obtained data were processed and analyzed by SPSS software. The results of this study show six different subjective patterns resulting from scoring participants' Q options, which Accordingly 27 factors include; Organizational Strategy, Employee Ability, Higher Education Workforce, Partnership, Information and Communication Technology Systems, Market Focus, Community Wealth, Senior Management Commitment, Managerial Education, Transformational Leadership, Tireless Leadership, Formalization, Organizational Policy, Knowledge Management, Organizational learning, absorption capacity, perceptibility, innovative culture, human resources, competitive pressure, rapid technological change, environmental dynamics, government effectiveness, senior management participation, managers 'attitudes toward innovation, managers' personality traits and strategic leadership. are the result of explaining these mental patterns.