نشریه توسعه سازمانی پلیس
سال نوزدهم شماره 3 (پیاپی 82، پاییز 1401)

 The contemporary world is on the verge of dramatic transformation. The smartest approach for humans and societies is to prepare for unpredictable events and to welcome the future. The future environment is a complex environment full of uncertainties (including critical uncertainties, periodic uncertainties, emerging trends, and surprises). The police, like other organizations, need to create a vision and achieve a proper model to face these uncertainties. The method of the present research is descriptive-analytical and the method of data collection is through library studies. The main question raised in this article is what is the evolution of NAJA in designing future architecture according to the ideas of Imam (ra) and leadership and where does it end? In response to this question, it can be said that the evolution of NAJA in future architecture is a move in the direction of Imam's thoughts and the measures of the Supreme Leader, which are two accelerators and effective drivers in transforming the future architecture of NAJA into a suitable model. They are helping the 1404 vision document and the Iranian Islamic model of progress.

One of the important aspects of running an organization that has a great impact on the performance of the organization is its economic aspect. Each organization should draw its own plan and method of economic management and advance the goals of the organization based on its own model, and the Disciplinary Command of the Islamic Republic of Iran, like any other organization, has a model for its economic management. Paid.

This research was conducted using a qualitative approach and thematic analysis method. Among the informants working in the NAJA plan, program and budget, the Cooperative, Preparedness and Engineering Foundation, were manpower who were purposefully selected based on criteria and theoretically saturated (25 people) and the model was extracted using a semi-structured interview tool. The validity of the study was evaluated by the reliability criterion and its reliability was evaluated by the reliability criterion.

16 components and 113 indicators were extracted from the coding of comments on 8 dimensions of consumption, production, knowledge-based economy, resistance economics, proper management, justice, control and supervision, attracting people's participation.

In addition to providing a model, solutions for NAJA economy in two aspects of reducing costs and increasing revenue in NAJA in the eight dimensions of consumption, production, knowledge-based economy, resistance economics, good management, justice, control and supervision, attracting public participation Prioritization was given based on the criteria of necessity and available facilities for its implementation

Today, complexity and dynamism are an undeniable part of organizations' environment. The theory of dynamic capabilities, which is presented in order to respond as best as possible to these environmental changes, has found an important place in the literature of strategic management. Although the role of leadership in organizations is receiving more and more attention, few researches have addressed the impact of the role of leaders and their leadership style in advancing the organization's strategies and developing dynamic capabilities. Transformational leadership is known as one of the leadership styles that plays an important role in motivating employees and improving their performance and job satisfaction. Therefore, the current research identifies the impact of transformational leadership style on the development of dynamic capabilities of the organization. Transformational leadership actions allow organizations to improve their performance while competing in a turbulent and unpredictable environment. This research is descriptive-survey type. To collect data, the multi-factor leadership questionnaire of Bernard Bass and Bruce Avolio has been used. To determine the sample size, Morgan's table was used for limited communities and 123 questionnaires were collected from the employees of the organization. Data analysis was done by structural equation method using Lisrel software. The results of this research show that transformational leadership (including the dimensions of rational, emotional motivation, individual preferences and favorable effects of characteristics and behavior) has a positive and significant impact on the development of the organization's dynamic capabilities. Based on this, in order to develop the dynamic capabilities of the organization, it is necessary for the managers of the organizations to pay more attention to the transformational leadership style and to be active and diligent by using appropriate methods to strengthen it in the organization and take more effective steps in this area and take related actions. to do

Knowledge sharing is one of the most important and basic approaches to knowledge management in organizations that has made significant progress and changes in the current era. Police organizations are no exception, and need to organize their knowledge-sharing systems and mechanisms to determine their future development. The purpose of this study is to investigate the important and vital role of knowledge sharing dynamics in the development and evolution of police organizations in the present era (third millennium), which uses the latest model to examine this important issue. The present research is of applied type and investigates the subject using survey research method. The statistical population of the study includes research and academic experts of the police force of the Islamic Republic of Iran who were selected using stratified sampling to answer the research questions. Research findings show that the component of "interpersonal trust" is the most important factor in the dynamics of knowledge sharing in creating development and transformation in police organizations. From the results of the present study, we can point to the important and fundamental role of dynamic components of knowledge sharing in the development and evolution of police organizations that can be effective in transferring and sharing knowledge individually, interpersonal, team, organizational and inter-organizational in police organizations. And affect the motivation of individuals and consequently the dynamics of knowledge sharing.

The current research was conducted with the aim of designing a developed performance evaluation model with a balanced scorecard approach in the 110th police station of Greater Tehran. Research method in this research in terms of goal, headquarters; In terms of its nature and method, it is descriptive (survey) and in terms of relationships between variables, it is a correlational study. The statistical population of the research included two groups of people, the first group; Academic faculty members of Islamic Azad Universities and the second group; The deputies, managers, and senior experts of the 110th Tehran Police were selected through snowball and cluster sampling, respectively. The sample size for faculty members was estimated to be 15 people based on data adequacy and 196 people for assistants and managers based on Cochran's formula. In this research, two tools of semi-structured interviews (qualitative data) and researcher-made questionnaires (quantitative data) were used to collect data. The results of the tests showed: First, the components of performance evaluation with a balanced scorecard approach that Included; Financial area, social responsibility area, structural processes area, growth and learning area and customer area in 110 Greater Tehran Police have the highest importance respectively and secondly, these components play an effective role in measuring and estimating the components of sustainable development in 110 Greater Tehran Police. have. Based on this, it can be concluded that by upgrading the areas of performance evaluation in 110 Greater Tehran police, the sustainable development process has been improved and improved.

The establishment of internal audit in the public sector can, in addition to determining the path and roadmap to achieve a higher level of effective performance, outline the necessary steps for the growth and regular improvement of internal audit activity. Based on this, the main goal of the current research is to provide a model for internal audit in the public sector. In order to achieve the mentioned goal, firstly, the theoretical foundations and background of the researches related to internal audit are extracted and related laws and regulations, study and interview with 16 sub-experts determined the dimensions, components and indicators of the internal audit model, then by asking the opinion of 165 experts and experts along with the application of the fuzzy Delphi method, their consensus was obtained. Finally, based on the consensus of research experts, the model of internal audit functions in Iran's public sector based on 5 dimensions and 14 components was developed. The dimensions and components related to the model are a) the dimension of accountability and financial reporting, including the components of accountability and accountability to the scope of duties; and effective and reliable financial reporting; b) the assurance aspect of processes and operations, including the components of formulating appropriate strategies for full access to information and compliance with the rules, regulations, and rules of carrying out processes; C) The dimension of consulting mechanisms and processes, including continuous and effective relationships with the audit committee, audit independence, and the process improvement suggestion mechanism; t) Internal control evaluation dimension including internal control and risk management, financial and operational supervision and cooperation rules and regulations with regulatory bodies and development of internal audit activities; d) The relationship between the dimensions of internal audit and the reporting of results, including the components of training senior executive and financial managers, creating and developing infrastructure, and preparing and compiling guide packages. The result of this study shows that internal auditors fulfill supervisory responsibilities, improve internal controls. They advise management on risk management policies, ensure that the organization complies with regulations and provides quality financial reporting.