فصلنامه دانش ارزیابی
پیاپی 4 (تابستان 1389)

If we suppose that religion and culture are equal, religion would interfere in all different aspects of culture. The religious would consider culture and religion to be the same and so they would believe that the religious government has no choice other than interfere in culture. If we suppose that religion and culture are contradicts and the essence of religion is different from culture or the kingdom of religion is the other world affaires and the culture realm is this world matters, religious would not intrude in culture. If the connection between culture and religion is supposed to be inclusive and exclusive, who believes in this kind of connection, say that religion would has right to interfere in culture solely in the common realm (bahrami, 1388; 1). The main question is that: by using a religious viewpoint, how we can assess the functions of an organization in micro level? In this essay, by utilizing of Edgarshin, GKlack and Estark and Di Jung and other’s models, we will evaluate organizations on three levels of products, principles and basic presumptive.

Modern world is changing rapidly and knowledge has an important role to play. Meanwhile, knowledge management is especially important and as a result, organizations have been cognizant of the prominent function of knowledge management in public policy and serving the citizens. In this essay, we are going to demonstrate the functionality of organizational knowledge management in doing control and inspection. In order to do so, we use Youching Lin and Ping Tesring’s model. In this model, the process of knowledge management includes: 1- information gathering; 2- knowledge exploitation; 3- developing and saving knowledge; 4- issuing and distributing knowledge; and 5- up to dating knowledge. We used our own developed questionnaire which had been approved by experts. Pre-testing has been done by distributing thirty questionnaires. The credit of the questionnaire has been determined by Keronbukh Alfa coefficient (0.90) and its recitation by visual recitation. The sample was included 830 people; 209 of them were excluded: 67 personnel of service providing and 142 civil employees. The bulk of our sample by using of Kokoran formula was 201 and the returning rate of questionnaires was %94. By using of SPSS software, the data were analyzed in two different descriptive and presumptive levels. The result shows that there is a meaningful relationship between knowledge management and doing control and inspection processes. The results show that selective influential indicators includes: reducing expenses (median: 3.81); decreasing the time (median: 4.18); preventing duplication (median: 4.04); declining the risk of knowledge losing by impeding employees from leaving the organization (median: 3.93); lowering dependency of knowledge to personnel (median: 3.72) and increasing the speed of access to knowledge (median: 4/02) have influences on doing control and inspection. In all of the indicators, the influence is higher than median (supposedly median is 3).

In a century which is known as knowledge era for maintaining, leading and purposeful increasing of knowledge assets of organizations, knowledge management is a new attempt. The attempt refers to the fact that investment in awareness acquiring will result in getting the most and the best privilege. In this inquiry, the basic elements of knowledge management in higher education were explored. The method of inquiry from the point of purpose is practical and from the point of procedure is descriptive (correlation). The data were gathered through referring to libraries, documents and surveying (by using a researcher-made questionnaire). The sample contains 125 managers of superior, medium, and junior ranks in different units of Azad University in Tehran. The sample was selected by chance. Then, by using the Test T from Pierson and Spierman, the gathered data were analyzed. The results show that: 1- the main components of knowledge management in Azad University include: detecting, acquiring, applying and expanding of different kinds of knowledge; 2- applying of knowledge acquiring element has been excellent; 3- applying of knowledge using element has been not so good; 4- applying of knowledge expanding element has been satisfactory; 5- applying of knowledge detecting has been acceptable. Meanwhile, element of knowledge acquiring by managers has had the first place and the element of knowledge applying has had the fourth place.

At the moment, we are exposed to apathetic descriptions of virtual organization, network organization and unbounded organization. Perversely, due to the presence of conscious personnel, modern organizations are more than ever energetic and emotional. So, personnel are necessities who detect the future fluctuations and in this way and by using their talents and abilities, are able “to create opportunities” for decision-making in their organization. Nowadays, the prominent organizational rivalry vantage is not determined solely by visual investments and financial savings, but the reliance is more on not visual organizational assets. Imitating the organizational culture and its way of act is more difficult than imitating technology, strategy or even products and services. On account of this, organizational culture and its abilities are the prominent elements of its success, which can be called “not visible assets”. If this unseen able asset (organizational culture) comes to existence, it can result in good performance and at the same time, increase personnel loyalty and create good relationship between organization clients and personnel. By considering this and in order to assess the ways to improve organizational performance, “cultural assessment” has introduced as a replacement for traditional methods of estimation. The result of this kind of assessment would be creating new conditions, liberation and personal ascendency and at the same time, advancement and materializing the organizational ideals. By cultural assessment, modern organizations give their personnel appropriate opportunities and good educational instruments so that they can by improving themselves, become committed to organization. Then, by being creative and increasing the values for clients, the personnel would become more useful and profit-maker.

The superintending role of General Inspection Organization is estimated on these basis: by the presence and supervision of its inspectors and experts in relevant commissions, whether it is supervising how civil service does its financial interactions; If it does its job in accordance with a preventive viewpoint and towards detecting vulnerable points in financial and economic actions of these organizations; and if it does its duties in agreement with article No. 174 of Constitution and is seeking to implement legal duties that are declared in “j” clause of article No. 11 of the law of establishing the General Inspection Organization. After declaring 8 articles order by the supreme leader on combat against economic corruptions and by codifying instructions, the Organization has seriously supervised on tenders in civil service and has got a bundle of positive results and in many occasions, this has ended to structural reforms. The results of this report is based on self-statements that had arrived from provincials inspection bureaus and include; assessment of 31770 initial information cases, from which about 84% were related to tenders and 16% to bids. From 10522 cases with the presence of organization deputies, about 79% were related to tenders and 21% to bids. From 2725 cases of verbal remembrances by organization inspector to commission members, nearly 84% were related to tenders and 16% to bids. From 1077 cases of appeals for revocation or reconsideration due to trespass or bad performance, nearly 70% related to tenders and 30% to bids. At the end, from 599 cases of reporting trespasses to relevant organizations, about 78% were related to tenders and 22% to bids.