Search

The purpose of the current research is to analyze the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. According to its purpose, the research method is applicable; and in terms of execution method, it is qualitative, descriptive-exploratory; and in terms of its nature, it is among foundation data research. The statistical population of this research includes 12 experts who are well-informed and proficient in the subject of research in the field of management and have a valid scientific background in this field. Sampling method used in this research was non-random purposeful. The method of data collection is referring to documents, semi-structured interviews and questionnaires. For data analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, there are 10 categories: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the Individual dimension also has 10 categories: sense of belonging, responsibility, individual creativity, communication, participation (teamwork), identity, self-control, motivation, conflict, interaction in 61 indicators and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences were identified.Extended abstractIntroductionJust as people in the society have certain beliefs, values ​​and behaviors that represent their personality; organizations also have common assumptions and basic beliefs that shape their culture. Culture has been defined as the set of spiritual achievements of a nation. Culture is a human invention and made by human hands. This finding reflects the existence and identity of a society (Mirza Mohammadi, 2021). Organizational culture is the personality of the organization and it is considered as the basic infrastructure for transformation and change, and managers should understand its relationship with national culture and strive for organizational cohesion by taking advantage of its strategic role. Organizational culture is an interwoven set of basic assumptions, common inferences and collective wisdom that is formed in the context of previous experiences and findings in facing internal or external issues and serves as a guiding light and an invigorating source plays a role in shaping the behavior of employees and architecture of the present and future of the organization (Mohammadiyan & Shahsavari, 2019).Education is a continuous activity, comprehensive and for everyone, which leads to human growth and development, cultural enrichment and the excellence of society, and therefore, innovation should always be created in it. In other words, education is not specific to an exclusive period and time of life and has no time limit, so it must always be renewed and updated (Safaei et al, 2020). For organizational innovation, development and transformation, one of the important organizational conditions that must be considered in policies and implementation of programs is related organizational culture. The author's many years of experience in executive affairs shows that lack of paying attention to organizational culture has not always led to the desired results of innovation, development, organizational transformation and change in organizations (Hamzeh & Hamzeh, 2016). An organizational culture able to respond to environmental changes can lead to optimal organizational performance.According to the above materials, the researcher asked the main question: what are the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province? Theoretical FrameworkOrganizational CultureCulture is a set of customs, standards and individual and social behaviors; therefore, while culture is the effect of many parts of religious views, it is also considered the cause of many conditions and situations. Due to the progress of communication tools and the ever-increasing expansion of their use in many social phenomena and developments, the role of culture has become far greater than in the past; in such a way that culture now plays a decisive role at the domestic, regional and international levels and is one of the tools that governments use to achieve their goals and objectives; in this way, cultural dominance is not a new phenomenon. Cultural policy in the general and customary sense includes a set of goals, principles, priorities and executive policies (Mirza Mohammadi, 2021).Normative and individual variablesIn the conceptual definition of norms, most sociologists are more or less unanimous that norms (forms) are the rules of social behavior that guide a person in social actions. Observing these patterns and rules of behavior expected by the society's culture, and avoiding them is punishable (Khabbaz Yazdiha et al, 2020).Zebardast et al, (2022) investigated the relationship between the transformational leadership factors of educational group managers on the effectiveness of university faculty members through organizational culture. The results showed that the relationship between transformational leadership style of managers and organizational culture was significant and the mediating variable of organizational culture has a significant effect on the relationship between transformational leadership style and the effectiveness of faculty members. It can be said that transformational leadership does not have a direct and significant effect on effectiveness in the final research model. However, transformational leadership affects the effectiveness of faculty members through organizational culture.Yusefi et al, (2022) investigated the impact of individual and normative variables on ethical leadership. The results of the research show that value, job satisfaction, motivation, personality, creativity, components were individual components, and organizational communication, organizational culture, organizational structure, decision-making styles, roles and expectations, goals and strategy were normative components that had a significant impact on ethical leadership.Research methodologyThis research is applicable in terms of purpose, qualitative in terms of execution method: descriptive-exploratory type, and data-based in terms of its nature. The statistical population includes 12 experts and specialists who are well-informed and proficient in the subject of research in the field of management, and have a valid scientific background in this field. Non-random purposeful sampling method is used to determine the samples and determine the experts.Research findingsThree types of coding were used to analyze the data obtained from the interview as well as theoretical foundations, which are: open coding, axial coding and selective coding. For analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, 10 categories were identified: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the individual dimension also 10 categories: sense of belonging, responsibility, individual creativity, communication, participation, identity, self-control, motivation, conflict, interaction in 61 indicators, and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences.ConclusionThe present research was conducted with the aim of analyzing the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. The results of this research are correspond with the results of Turki et al, (2021), Eimani et al, (2021), Van Dung HA (2020), Yusefi et al, (2020), Mohebbi et al, (2023), Zebardast et al, (2022). Mohebbi et al, (2023) showed that in educational organizations, organizational culture plays an important role in producing teamwork culture and achieving the benefits of the process of participation and collaboration. Educational systems have a special place according to their goals and mission, the most important of which is the training of efficient human resources for other institutions of society; and universities are the most important and key educational organizations that, in addition to training human resources, respond to the social needs for the acquisition and dissemination of knowledge and technology.According to the results obtained in three dimensions, the following suggestions are presented:- The motivation of managers to create team and collaborative activities should be improved. The opportunity to grow, develop and acquire new effective professional skills and knowledge for managers should be provided for the managers. The conditions of sustainable competitive advantage should be designed. The ground for continuous improvement of organizational intelligence in order to realize the learning organization should be prepared. Individual development and strengthening positive behaviors of managers should be considered. By creating a positive organizational atmosphere, the cooperative structure of the organization should be strengthened. Agility of the organization structure according to the suitability of the job and competence of the people and increasing the efficiency and effectiveness of the rules and regulations by simplifying matters should be considered. By supporting individual values ​​and de-stressing people, internal motivation and sense of belonging to the organization should be improved. Influence in decision-making and implementation by delegating authority should be considered. The position of managers in the organization should be changed to facilitator and leader. Try to create an active, effective and sustainable teaching and learning environment. Macro vision, goal setting, strategic planning and management, foresight, future research and future-recording and problem solving ability should be taken into consideration as important points for choosing staff managers.

Aim: In today's era, considering human resources and its issues such as reducing work-related stress and paying attention to the well-being of the leader and his followers is of particular importance. These issues lie in the healthy leadership. Considering that the theory of healthy leadership based on strategic reference points has received less attention in past research and the alignment of its actions based on reference points has been investigated. Methodology: In this research, the design of a healthy leadership framework with on occupational well-being based on the theory of strategic reference points in public companies of the electricity industry is discussed.in the qualitative section of the research, the Grounded theory and content analysis strategy were used to design the framework. the strategy of the research, the grounded theory method was used to design the framework. For this purpose, in-depth interviews were conducted with 19 executive experts in state-owned firms and university experts who were combining purposefully, judgmental and snowball sampling methods selected. Results: based on the reference points framework of healthy leadership with on occupational well-being, welfare and well-being approach with follower-based leadership strategy, behavioral approach with goalbased leadership strategy, leadership style with activebased leadership strategy and environmental approach with interactive leadership strategy are aligned. Conclusion: Healthy leadership with on occupational well-being, the results showed that healthy leadership with on occupational well-being based on the theory of strategic reference points includes a set of internal and external factors whose Their effective management can lead to the Maintain and improve the performance of the organization in the long run. Finally, the results showed that healthy leadership with on occupational well-being in state-owned firms is a multifaceted phenomenon that can be used to produce positive and valuable results. [ABSTRACT FROM AUTHOR]

Background & Purpose: Perception of justice arises from the social actions in the form of perceptual-behavioral cycles between social actors over time. In organizations, this cycles between superiors and subordinates affect the perceptions and consequently the behaviors of both sides of the relationship. Considering the small number of superiors and their placement in the center of organizational interactions, the best point of intervention to manage these cycles is the perceptions of superiors. In this research, our goal is to identify personality traits that influence the perception of justice of leaders and their continued behavior. Methodology: This research is fundamental in terms of results, is exploratory regarding purpose, and is qualitative concerning method, the data were collected by library research and based on thematic analysis of the Nahj-Ol-Balagha Text. To do so, Nahj-Ol-Balagha Text was read many times and coding was accomplished after selecting the related parts. Then, the codes were revised, summarized, and then categorized in different steps. The results were validated using expert panel and Holsti’s coefficient of reliability (92%). Finally, Delfi Method was used to reach agreement in categorizing the codes. Findings: Two sets of codes were found in this study: the 25-code set refers to the relationship between personal traits as well as behavior with the values and believes. The second set consists of 505 basic recorded codes that categorized in the form of two main organizing themes of magnanimity and dignity, and steadfastness and fortitude. Magnanimity and dignity cover three sub-organizing themes including: respect for others, kindness and generosity, and the main organizing theme of steadfastness and fortitude, and includes three sub-organizing themes of self-control, insight, and personal stability. These findings signify a specific style of leading that is balanced through these two sets of Magnanimity and dignity, and steadfastness and fortitude. Conclusion: The results suggest that the leaders who possess the characteristics mentioned in this research, will perceive less injustice, and after the perception of injustice, the possibility of extreme behavior in them is less probable. Thus, it is expected that the perception of justice in the subordinates of such leaders will be more and the atmosphere of justice in the organization will be more positive as well.

Today, human capitals have a special place in government companies and maintaining their physical and mental health is of particular importance. The results of the studies show that leaders play an important role in creating a healthy work environment for employees, which in leadership theories refers to the health-oriented leadership style as a new style. The purpose of this research is to design a strategic model of healthoriented leadership in public companies. This research has a developmental-applicative purpose and is in the category of mixed research. In the qualitative step of the research, thematic Analysis strategy was used to design the model. For this purpose, semi-structured interviews were conducted with 24 executive experts in state-owned firms and university experts who were purposefully selected. In the quantitative part, the validation of the strategic model was done with confirmatory factor analysis method and Smart PLS software. For this purpose, 158 managers and experts were asked for their opinions using a questionnaire. Based on the findings, four strategies including management of employees' quality of life, job actions, management and leadership style, and environmental strategies were identified and all the identified strategies have been confirmed. Also, the priority of the strategies are environmental strategies, occupational strategies, and quality of life management with factor loadings of 0.808, 0.650, and 0.640 respectively. Finally the results of the research showed that the health of employees and leaders is the result of a set of the above conditions And healthy leaders must consider these things together to improve the level of health in the organization. [ABSTRACT FROM AUTHOR]

Today, there is no doubt that organizations are one of the most important social institutions that play a major role in the development of societies. Organizational role-playing in meeting the needs of communities is conditional on the existence of capable and effective managers. Although in the past, organizations did not exist like today, but even in the old social complexes and institutions, the role of individual as manager or leaders who could draw the roadmap and establish justice among the people of the society was an undeniable necessity. Among the Islamic philosophers, Avicenna has pointed out in his numerous works to the importance of community and participation of individuals to achieve goals such as the happiness and well-being of all members of society, as well as the necessity for just and managerial person to lead and manage of people. Since, he always sought to integrate Greek and Islamic thought, many of his thoughts on topics such as the need for an organizational institution, how to manage the organization, the characteristics of wise leader and manager, and such issues are in line with the theories of Western philosophers such as Plato. In this study, we by collecting data through the library method, we intend to point out some of the theories and ideas of Western philosophers about the need for an ethical manager and leader, as well as how to manage organizations wisely, analyze Avicenna's views in this regard. This research is an interdisciplinary study in the field of applied philosophy.

. In current research, the role of organizational leadership and culture factors on tacit knowledge sharing among library staff in Iranian government universities has been examined.Method: The research is practical regarding the purpose, and scanning in terms of data collection method. The statistical population of this research includes all librarians (600 person), working in the libraries of state first level universities in Iran. The sample population of the study consists of 230 person who were selected by simple random sampling. Required data were collected by three questionnaires according to the organizational leadership, organizational culture and tacit knowledge sharing with 63 questions. Analysis of obtained results was performed using Spearman test and structural modalities applying SPSS and PLS software . Results: The analysis of the results have shown that these is a positive and significant relationship between organizational leadership and dimensions (group empowerment, team building, coaching, continuous self-assessment and continual performance improvement), and organizational culture with dimensions (coherence and coordination, customer orientation, Organizational learning, strategic direction and intention, and vision) with the sharing of tacit knowledge. Based on the research findings, the factors of organizational leadership and culture can affect tacit knowledge sharing. Moreover, it has an essential role on staff empowerment in conducting institutional affairs, achieving necessary skills, innovation and creativity, foresight, increasing the efficiency, constitutional unity, gaining a stable competitive advantage and belonging sense to the organization

Background and Objective: Offshore oil and gas platforms have a high potential for major and critical events due to sensitive operating conditions, the existence of critical equipment, and significant volumes of hydrocarbon materials. This study aimed to investigate the effect of organizational leadership and safety climate on the occurrence of unsafe behaviors among employees of oil platforms. Materials and Methods: This cross-sectional study was conducted in 2018 on five oil platform located in the Persian Gulf, Iran. The sample size was obtained at 291 employees. Multifactor Leadership Questionnaire and standard occupational safety climate questionnaire were used to assess the organizational leadership and safety climate, respectively. Furthermore, the unsafe behaviors checklist was utilized to determine the occurrence of unsafe behaviors based on the risk factors of accidents that have occurred at the oil platforms during the past 10 years. Results: According to the results, there was a significant inverse relationship between leadership styles (i.e., transformational and transactional) and the occurrence of unsafe behaviors. Moreover, the study of the relationship between different dimensions of safety climate and the occurrence of unsafe behaviors showed that dimensions of safety at work correlated significantly with the probability of ignoring the error and the occurrence of unsafe behaviors. Conclusion: The results of the present study showed that leadership styles (i.e., transformational and transactional), safety at work, and probability of ignoring errors in oil platforms are important and influential factors in the occurrence of unsafe behaviors.

Background and Objective: Offshore oil and gas platforms have a high potential for major and critical events due to sensitive operating conditions, the existence of critical equipment, and significant volumes of hydrocarbon materials. This study aimed to investigate the effect of organizational leadership and safety climate on the occurrence of unsafe behaviors among employees of oil platforms. Materials and Methods: This cross-sectional study was conducted in 2018 on five oil platform located in the Persian Gulf, Iran. The sample size was obtained at 291 employees. Multifactor Leadership Questionnaire and standard occupational safety climate questionnaire were used to assess the organizational leadership and safety climate, respectively. Furthermore, the unsafe behaviors checklist was utilized to determine the occurrence of unsafe behaviors based on the risk factors of accidents that have occurred at the oil platforms during the past 10 years. Results: According to the results, there was a significant inverse relationship between leadership styles (i.e., transformational and transactional) and the occurrence of unsafe behaviors. Moreover, the study of the relationship between different dimensions of safety climate and the occurrence of unsafe behaviors showed that dimensions of safety at work correlated significantly with the probability of ignoring the error and the occurrence of unsafe behaviors. Conclusion: The results of the present study showed that leadership styles (i.e., transformational and transactional), safety at work, and probability of ignoring errors in oil platforms are important and influential factors in the occurrence of unsafe behaviors.

The main purpose this study is to investigate the effect of organizational leadership on organizational agility through mediation role of job satisfaction and organizational commitment in administration and management of national Iranian drilling company. Present research method is empirical based on the target, and is a descriptive-causal research; and specifically, it is based on structural equation modeling statistical. Statistical population of is 325 of employees of administration and management of national Iranian drilling company, that 176 were chosen with random sampling method by using krerjcie and Morgan table. In order to collect data, four questionnaires were used: organizational leadership, job satisfaction, organizational commitment and organizational agility. Data analysis done with using statistical software spss and lisrel. research findings show that organizational leadership have positive and significant effect on organizational agility through mediation job satisfaction and organizational commitment and organizational leadership have a significant positive impact on job satisfaction, organizational commitment and organizational agility in the administration and management of the national iranian drilling company. Also the job satisfaction and organizational commitment have positive and significant effect on organizational agility in the administration and management of the national Iranian drilling company.