, Mojtaba RajabBeigi; Abol Hassan Faghihi
Volume 10, Issue 1 , April 2006
Abstract
Emergence of different approaches in the field of Organizational Development has raised the question that which approach Fits which organizational conditions for achieving Organizational Development. In order to answer this question Organizational Development approaches are divided into three categories. ...
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Emergence of different approaches in the field of Organizational Development has raised the question that which approach Fits which organizational conditions for achieving Organizational Development. In order to answer this question Organizational Development approaches are divided into three categories. The first category is composed of those approaches in which radical and top-down changes along with using information technology are emphasized. Business Process Reengineering is the typical approach in this group. Those approaches that focus on partial moderate changes and give importance to quality of production and services fall in the second category. Total Quality Management can be labled as a typical in this group. The third category includes the approaches in which gradual change through organizational learning makes an organization prepared to meet environmental changes. Learning Organization can suitably referred to as a typical approach in this group. Having applied the technique of Critical Success Factor (CSF) to the corporate’s states of financial, market and customer satisfaction, we proposed a model to fit situational factors to effective organizational approaches. This model was emprically tested in serveral Iranian enterprises.
Alireza Torkashvand; Adel Azar
Volume 10, Issue 1 , April 2006, Pages 1-23
Abstract
Each of the performance assessment models is an instrument that after implementing it can give the decision makers different information. So it is inevitable to use these models to answer the questions and problems that has been arizen in decision makers’ mind.
Therefore, in this article we want to ...
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Each of the performance assessment models is an instrument that after implementing it can give the decision makers different information. So it is inevitable to use these models to answer the questions and problems that has been arizen in decision makers’ mind.
Therefore, in this article we want to explain the mathematic model of the suitable Data Envelopment Analysis, grading efficiency of instruction groups, the weak and strength points of each group and the situation of optimum use of accessible sources in the human sienceses faculty from the view point of DEA. Since the different models of DEA have been developed during last years to be used in different areas, one of the most important steps before evaluating surveyed units is choosing a model or models suitable with them.
This article presents a collection of consecutive steps, in a conceptual framework in order to choose correctly a performance evaluation model. These stages should be performed one after the other, otherwise the credits of evaluation model can scrafeh due to the natural weak nesses of DEA method.
Kourosh Bararpour; Mojtaba Araagh
Volume 10, Issue 1 , April 2006, Pages 25-65
Abstract
WTO as one of the 118th elements of third wave paradigm and also strategic shift from traditional management to brand management in global automotive industry, are regarded as the most important strategic challenges for local new established automotive companies particularly Iranian automotive companies. ...
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WTO as one of the 118th elements of third wave paradigm and also strategic shift from traditional management to brand management in global automotive industry, are regarded as the most important strategic challenges for local new established automotive companies particularly Iranian automotive companies. This article represents findings of a study which has examined growth models and learning barriers in Iranian automotive companies. This research has examined first, competition issues regarding Iran Khodro Company (as a pilot to apply results of research) by means of SD modeling in comparison with other internal competitors. And then simulates Iran automotive industry sector in a real competitive environment with presence of other foreign competitors by applying two scenarios. These two scenarios express that what are the growth enablers and impediments for Iran Khodro (in micro term) and Iranian automotive industry section (in macro term), whether or not the infrastructures of joining Iran to bilateral or multilateral WTO negotiates are strengthened. Finally, complementary policies for survival of Iranian automotive companies in a completely competitive situation is examined and addressed and necessary suggestions for their survival are presented.
Asghar moshabaki; Mohammad hassan Pasvar
Volume 10, Issue 1 , April 2006, Pages 67-89
Abstract
Although nowdays, there is no tendency to national planning like before, that does not mean that planning should be left aside, rather today’s world is calling for modern and effective approaches for national planning. The main objective of national planning, with any approach, is to fulfill peoples ...
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Although nowdays, there is no tendency to national planning like before, that does not mean that planning should be left aside, rather today’s world is calling for modern and effective approaches for national planning. The main objective of national planning, with any approach, is to fulfill peoples needs and demands. Total Quality Management (T.Q.M) by taking into account the customer’s requirements and satisfaction can amply demonstrate a new perspective on national planning.
This model is customer satisfaction oriented and if the requirements are fulfilled, the satisfaction could be obtained. Comprehensiveness, equity, flexibility, integrity, internal and external consistency, rationality and effectiveness are some of the characteristics that define the Model’s goal and could be gathered from planning experts.
Optimization of planning process, empowerment of plan’s employees and focusing on customer requirements are three basic principles to reach the goal. The final goal of this paper (customer satisfaction) could be materialized when all the principles accounted for sofar come to a stage of continuous empoverment.
Seyyed Mohammad Mehdi Jafari Jafari
Volume 10, Issue 1 , April 2006, Pages 91-110
Abstract
Islam was introduced at a time when the whole Jaziratol Arab (Arab Island) was experiencing a hard life under the reign of the tribes. The culture of these tribes had imposed such costume and order that people had been made to lose their strength to pave the way to The Exalted and also to fail to achieve ...
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Islam was introduced at a time when the whole Jaziratol Arab (Arab Island) was experiencing a hard life under the reign of the tribes. The culture of these tribes had imposed such costume and order that people had been made to lose their strength to pave the way to The Exalted and also to fail to achieve the human perfection.
Islam from the very begining was deter minded to eliminate this tribal system and to make it collapsed. Since this old structure interwoven with the life of people in Mecca seemed to be hardly destructible, the honored prophet immigrated to Yasreb, the place of two old civilizations of Yemen and Jews. Two civilizations that under the impact of tribal culture and through the ages were made closed cultures and ripped in roots.
Yasreb was called Madinaton Nabi (The city of the Prophet) that indicated the entrance of primitive Arabs into a modern civil life and a civil management. It was in this way that the Prophet (peace be upon him) could undermine the tribal order and by the eighth year of Hijra, after teaching the divine verses and doing some battles, achieved his goal. But this culture, left in the depth of Qorayshi chiefs, was revived and reorganized some time after the Prophet (p.b.u.h) was passed away.
Imam Ali (p.) becoming the Caliph and controling the affairs of the Muslims, pull his back on ful filling the prophet’s wish and plan. Following this‚ he taught his governors how to put into action that civil (human-Islamic) management theories.
Through writing the modern Rulling Treaty to Malik Ashtar‚ one of his governors‚ Imam Ali (p) draw the fram of this kind of management. This tready is an executive guideline for all managers in all ages and generations as well in all places and circumstances.
Mojtaba Rajab Baigy; Majid Amini; Bamdad Partovi; Nahid Ghanbarzadeh Alamdari
Volume 10, Issue 1 , April 2006, Pages 111-129
Abstract
Motivated and efficient human resources have a very significant role in increasing the effectiveness of an organization. Knowing the rate of employees’job satisfaction may help the managers to improve human resource productivity. Based on different studies, there are a lot of Factors inFluencing job ...
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Motivated and efficient human resources have a very significant role in increasing the effectiveness of an organization. Knowing the rate of employees’job satisfaction may help the managers to improve human resource productivity. Based on different studies, there are a lot of Factors inFluencing job satisfaction. The rate of influence of each factor is different depending on the size, culture, awarding system, promotional system, kind of production and other environmental factors of an organization. In this research, based on scientific hypotheses and tests, it was tried to obtoin the main determinants of job satisfaction in public sectors. According to a case study in Interior Ministry, it was found out that which factors for the dependent variable of job satisfaction have a predictor role and which of the independient variables such as appraisal system, leadership style, level of income and promotional system has a significant relation with it.
Hossein Rezaie Dolat Abady; Ahmad Ali Khaef Alahi
Volume 10, Issue 1 , April 2006, Pages 131-131
Abstract
Market orientation and it’s impact on the business performance is an important subject in customer and market management field. At first, this paper investigates various view points and models of market orientation and it examines the effects of market orientation on business performance with respect ...
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Market orientation and it’s impact on the business performance is an important subject in customer and market management field. At first, this paper investigates various view points and models of market orientation and it examines the effects of market orientation on business performance with respect to marketing capability. Then we investigate the key causal linkages among “market orientation culture”, “intelligence market”, “marketing capabilities” and “business performance”. A decision-oriented and conceptual model is proposed and tested based on data from industrial environment using structural equation modelling technique. The results support the notion that business performance in current competitive environment is under the influence of integration market orientation and marketing capabilities.
Mahdi Pakzad Bonab; Seyyed Habibolah Tabatabaeyan
Volume 10, Issue 1 , April 2006, Pages 161-190
Abstract
This article deals with importance of the survey of research and scientific activities and the existing mechanisms in this regard and at the same time, provides a framework for innovation survey at national level. The first part of the article is a review and survey of the literature of technological ...
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This article deals with importance of the survey of research and scientific activities and the existing mechanisms in this regard and at the same time, provides a framework for innovation survey at national level. The first part of the article is a review and survey of the literature of technological changes. In this part, theoretical principles of technological changes are discussed. Also we will deal with measurement of research and development as the oldest indicator of research and scientific activities and, then, considering the flows and defect in the measurement of research and development, as well as, non-linear realities of modern economics, innovation survey is introduced as the latest mechanism for technological activities. In addition, current approaches for the survey of innovations at national level are introduced and, at the end of the first part, we will discuss different approaches to classify technology policies in this regard.
In the second part of the article, an appropriate framework for innovation survey at national level is proposed through the use of field research. First of all, considering the potentials and capabilities of each of the current innovation surveys at national level, the appropriate approach is adopted. Then through the direct approach of technology policy classification, the status of innovative activities in Iran is determined. In the next section, we identify current innovation survey indicators at national level, which are deemed appropriate based on national requirements and the status of innovation activities in Iran. At the same time, we discuss the possibility of evaluatiny current indicators of innovation survey based on the situation of Iran. Finally, considering the results of the measurement research, we offer appropriate and possible indicators for innovation survey at national level.
Seyyed Hamid Khodadad Hosseini; Farshad Golestan
Volume 10, Issue 1 , April 2006, Pages 213-243
Abstract
With the beginning of the third millennium and the passage of about 300 years since the Industrial Revolution, the scope of operation and competition in the business enterprises has increased to a global level. Automotive industry of Iran with more than 40 years of domestic operation and allocating 2.5%of ...
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With the beginning of the third millennium and the passage of about 300 years since the Industrial Revolution, the scope of operation and competition in the business enterprises has increased to a global level. Automotive industry of Iran with more than 40 years of domestic operation and allocating 2.5%of GNP, 20% value added in Industrial Sector and 2.5% of total investment in the country has not yet achieved an outstanding position in the world markets. So to prevent unfavorable (but possible) challenges in the future, it seems necessary to assess the international competition potential of this industry according to a contingent strategic model.
Reviewing the current international trade theories and internationalization models of firms indicates that most of these theories and models are developed based on fundamental assumptions governing the open market in developed countries. In addition, most of these models have evolved by the post studies on the large scale multinational corporations after their internationalization process. The most important point is that each of these theories and models studied the internationalization process from a specific level of analysis (firm, industry, country, international environment). So none of these models individually and completely can be generalized to address a suitable solution for those firms operating in developing countries and struggling to enter the international markets.
The main purpose of this paper is proposing a contingent international market entry model for firms operating in developing countries (like Automotive Industry of Iran) through integrating the different points of view. The model contains four levels of analysis (firm, local industry structure, national competitive policies, and firms’ international relationship with global ones). It integrates and examines the role and effects of four interdependent variables (firm characteristics, local industry structure, national policies and firms’ international relationships) shaping the strategic capabilities and competencies, which are necessary for entering the international market (as the outcome /dependent variable).
The model was examined in the Iranian Automotive Industry. It indicates how the international market entry competency of a firm in developing countries is affected by it’s core competencies, synergy of local industry structure, synergy of national competitive advantage, and collaborative advantage and complimentary effect originated from international relationship between the firm and the global market.
Fariba Latifi
Volume 10, Issue 1 , April 2006, Pages 245-263
Abstract
This paper is based on a research conducted among Iranian managers. The qualitative study used Mintzberg’s “shadow-observation” method to study five Iranian managers in a period of one week and compare the results to information of some other countries including the US.
The research explores ...
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This paper is based on a research conducted among Iranian managers. The qualitative study used Mintzberg’s “shadow-observation” method to study five Iranian managers in a period of one week and compare the results to information of some other countries including the US.
The research explores the characteristics and content of the Iranian managers’ jobs. The paper presents the results from the characteristics of Iranian managers in form of a work pattern. The work-pattern indicates the average of 8 hours and 6 minutes of daily work for Iranian managers spending 13% on desk work, 12% on telephone calls, 43% on arranged meetings, 17% on un arranged meetings, 3% tours, 5% business lunches, 4% business travels and 4% on delays. Allocating times to delays has not been reported in Mintzberg’s research, studying American managers, but it has been reported among Indian managers.
With regard to the content of managerial jobs, Mintzberg’s model has been extended and enhanced a twelve managerial roles model has been developed for Iranian managers. The twelve roles are: figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, resource handler, negotiator, system-developer, system-protector, self-managing and social role. The importance of “mentoring (teaching)” and “social” roles for Iranian managers managing in a less-developed economy and collectivistic culture compared with American managers (managing in a more developed-economy and individualist culture) is explained.
Comparative analyses of the results of the current study and those of researches replicating Mintzberg’s study in some countries including the USA, Japan, Korea, Hong Kong, Singapore, China and India are discussed in this paper.
To sum up, the paper refers to some Iran’s national characteristics such as: les-developed economy and lower level of education, collectivistic and paternalistic management culture, and tendency toward verbal communication explaining the cross-national differences observed.
