مجله مدیریت فرهنگ سازمانی
پیاپی 72 (تابستان 1403)

The purpose of this article is to understand the basics of strategic decision-making methodology based on the methodological implications of the Holy Quran and with the example of Surah Anfal.

This article is based on the combined mechanism of two methods of denotation research as well as the logic of denotation in the literature of fundamental science. In this regard,, theme analysis and content analysis were used in Atlas for data analysis. ti software, and some implications based on the fundamentals of strategic decision-making methodology were understood and explained.

The result of this methodical process was the extraction of 120 primary codes,16 basic themes 120 primary codes,16 basic themes, and four organizing themes, which were formed under the Qur'an-based strategic decision-making methodology.

Finally, the methodological implications of strategic decision-making are organized under the four general headings of strategic decision-making methodology system, effective components in the processing of strategic decision-making methods, location of evidence for strategic decision-making processing, quality and goodness of explanation.

The purpose of this research is to understand the institutional action of human resource management. Twenty semi-structured interviews were conducted based on purposive sampling and theoretical saturation, and through thematic analysis, 68 basic themes, 14 organizing themes, and four global themes were selected after recoding. The global themes are the institutional context, actions, conflicts, and practices; Organizing themes of the institutional context of HRM include institutional complexity, institutional change, and HRM actors. HRM actors conceptualize conceptualize the dimensions of the institutional context through institutional intelligence and give meaning to their actions with HRM logic through two categories of proactive and reactive actions. In other words, the implementation of practices is based on the way of giving meaning to the institutional logic in HRM logic. Proactive actions include institutional work and institutional entrepreneurship, customization, bricolage, combination, leveraging, updating, recreating, and integrating institutional logic in HRM logic logic in HRM logic, and structural actions include action-oriented organizing, networking, and making agile. Reactive actions include the legitimization of HRM logic in the context, loose coupling, prioritization, standardization, and proportionate logicinstitutional logic in HRM logic, and downsizing and outsourcing the structure. These actions are in response to three categories of conflicts, including the conflict of HRM logic with institutional logic, the conflict of HRM logic with contradictory institutional logic, as well as the conflicts of HRM logic (including the conflict of HRM logic with the organization logic, the conflict between the logic of HRM practices and the conflict within the HRM practices logic). Based on the findings, the conceptual model of the research was presented.

In case of interruption of effective communication within the organization, the phenomenon of intra-organizational stroke appears. Since intra-organizational communication is very important, Therefore, paying attention to the factors affecting the incidence of intra-organizational stroke is particularly important. The aim of the current research is to identify the factors affecting the incidence of intra-organizational stroke in government organizations of Qom province.
The current research was conducted in terms of applied purpose and qualitative method. The research community was all experts familiar with the research subject and had expertise and experience in the field of organizational behavior and human resources, who had at least ten years of experience in government organizations of Qom province. Eighteen people were selected using the judgmental method and theoretical data saturation criterion. The research tool was semi-structured interview. Thematic analysis and coding methods were used to analyze the data.
Based on the results, a total of 29 factors were identified, which were placed in six subclasses and two main classes. Individual factors affecting the occurrence of organizational stroke in government organizations were placed in three subclasses, which are negativity (with three concepts). ; Weakness of communication skills (with five concepts); and lack of openness (with two concepts), organizational/management factors were placed in three subclasses, which are structural factors (with 10 concepts); inappropriate communication platform in the organization (with 5 concepts); and management factors (with 4 concepts).
The use of this research will help managers and employees of government organizations in Qom province to identify and control the factors blocking communication in the organization and benefit from smooth and effective communication in the organization.

The aim of this research is to identify and rank the roles of human resource managers in the field of health and treatment. The research is an applied study in terms of collecting data and a mixed method in terms of data nature. In the qualitative Section, the Meta-synthesis method was used to identify the role of human resource Managers. One hundred seventy-seven documents were searched from reliable scientific databases, and after screening 87 document were included in the analysis. The Shannon entropy weighting method was used to rank the roles of human resource managers. The questionnaire was used to collect data. The participants in the research were ten human resource managers of health and treatment. Analysis of documents in the qualitative phase led to the identification of 7 roles, including Developmental, Functional, and Change pioneer the qualitative phase led to the identification of 7 roles, including Developmental, Functional, Change Pioneer, Employees Advocate and Service Delivery, Communicational, and Strategic roles. The results of the ranking of human resources showed that empowerment in the role of developer, mastery in the professional affairs of human resources in the role of functional, support of employees in the role of Advocate employee advocate and Service Delivery, designer of human resources programs and policies, Advisor and decision maker in the role of strategic, networking/team-building in the role of communication, innovation in the implementation of affairs in the role of change pioneer and forecaster/opportunist in the role of the researcher were ranked first. Therefore, policymakers and managers of the health and treatment sector are advised to pay attention to the new roles of human resource managers in accordance with environmental changes.

Nowadays, enterprises face two challenges: complexity and frequent changes in business and technology. in order to survive in their ecosystem and compete with competitors, they are looking for solutions and methods to effectively manage, update, and optimize their businesses and services manage, update and optimize their businesses and services effectively. Enterprise architecture is the solution to overcome the above two problems. Enterprise architecture is a technical, top-down, and comprehensive view of the organization that defines all the components of an organization and the connections between them. In more technical terms, "enterprise architecture" is a set of technical maps, diagrams, and documents that can be used to draw the current state of the organization, identify the bottlenecks, and draw the ideal state of the organization, and then formulate a plan to migrate to the desired state. And operated. In this article, one of the four main processes of the second secondary school board of trustees of Iran Education Organization, which is the registration process and challenges and affects a large audience (stakeholders) every summer, is examined and with the approach of organizational architecture and according to We introduce ADM (TOGAF) method, a desirable and improved model for it in all layers of organizational architecture. The improved model was implemented in three schools, and its performance results were compared and evaluated using a questionnaire. According to the values ​​obtained from the indices of statistical tests, the proposed improved model has performed better than the traditional model.

Improving the level of performance quality and achieving the goals and policies of the organization is realized when there is an effective appraisal system with appropriate indicators. Although measures have been taken in the field of employee performance appraisal in recent years, organizations are still not satisfied with the performance evaluation method and its results and feedback. The aim of the current research is to identify and prioritize issues and problem indicators of the performance evaluation system in Chaharmahal and Bakhtiari governorate problem indicators of the performance evaluation system in the Chaharmahal and Bakhtiari governorate. The current research is applied based on purpose and descriptive based on the method of data collection. The statistical population, based on the purposeful sampling method, consisted of 36 experts, including 34 experts, researchers, and managers in the field of performance evaluation in the Chaharmahal and Bakhtiari governorates and 2 university professors. Field, library, and open interviews with experts were used to collect the indicators, and 30 sub-indices were extracted in the form of 8 main dimensions. In order to prioritize the indicators, a questionnaire was designed, and screening was performed using the fuzzy Delphi method. The findings of this research showed that the main dimensions of "weak performance improvement and correction system," "failure to spend resources and facilities for performance evaluation," "incorrect and inappropriate implementation of performance evaluation", and "management weakness in relation to performance evaluation" respectively had the highest priority among dimensions of performance evaluation issues and problems were. In the end, there are solutions to reduce these problems.