پژوهشنامه علوم انسانی و اجتماعی
پیاپی 33 (تابستان 1388)

Costumer expectations and business competency, forces organizations to improve their processes and activities continuously due to more product variety, lower costs, better quality and faster response.Therefore, increase in organization performance needs continuous improvement as a strategic goal. Continuous improvement contains efforts to cope with standards and trying to promote them.This paper surveys improvement plans in one of the production lines of one of the suppliers of Sazeh Gostar SAIPA company and tries to identify problems of these plans. Then failure modes, parameters that lead to waste and the minor and major causes were determined. After that the priority of each cause and preventive actions related to it are proposed. Results of this prioritizing then used in a decision making software to determine the most important kind of waste.

This paper is the result of a case study of the Irankhodro industrial company. The paper attempts to discuss technology selection and transfer, and on this basis, the analysis of the quantitative and qualitative algorithms for technology selection and introduction of correct slection criteria were carried out. For this purpose after a general discussion of technology and methods of transfer and expansion, the authors examined the checklist of effective factors of technology selection. Then with the help of specialists 23 applicable factors were in car body production line from among 66 effective factors. On this basis a complete technology selection quantitative algorithm was described. Then the role of each factor in algorithm stages was out lined. Ultimately the process of technology introduction into the company was described.

The major goal of this survey was to identify the relationship between job content and job satisfaction among four groups (supervisor, engineers, workers and midlevel managers) of Isfahan Iron Mill Co. A descriptive research method of correlation kind was used. Baker’s questionnaire was utilized to evaluate the job content and Minnesota’s normalized questionnaire was utilized to measure the job satisfaction. Reliability coefficient of Baker’s questionnaire was 0.87 and of Minnesota’s normalized questionnaire was 0.92. The statistical sample included 312 individuals from the Isfahan Iron Mill Co staff in 1384 who were selected by classified random sampling. The data was analyzed through descriptive and inferential statistics. The results showed that: There is a significant and positive relation between the job value, self autonomy, feedback among the staff, job opportunities, job equipments, and job challenges with job satisfaction among the four groups (at level 0.05).

This paper investigates factors which can discriminate between financial successful companies and unsuccessful companies. Data from all listed companies in TSE for period of 1380-1383 was gathered. Companies which their data had missing value for this period were removed from the sample.Financial success was measured through using two performance appraisal criteria i.e., the Sharp ratio and Jensen's alpha multiplier. 9 different company specific characteristics which have a significant relationship with company’s financial performance according to researches have been done in other countries were used as potential indictors of company financial success. To test the results of research, financial performance of companies was predicted for 1384. In order to quantify and make comparable forecasted performance with actual performance binary logic function was used.The results show that large companies which have a good profitability and no problem with working capital management have better financial performance than rest. In addition results indicate the relatively high power of identified factors in forecasting financial performance of companies.

This article investigated the Isfahan university employees OCB. The research method was descriptive–survey type. The population of study included formal employee during the year 2008. Sampling was conducted through stratified random sampling. Data was analyzed through t and F tests. Its reliability coefficient computed 0.89. Findings showed that exception altruism, the total of OCB of employees, civic virtue, Sportsmanship and courtesy were more than average. There was significant difference on sportsmanship in the kind of task. There was significant positive relationship between OCB indices exception Sportsmanship.

One of New Idea, in the organizational leadership is transformational leadership, So this style leaders prefer effectiveness vs efficiency and they also try to use all aspects of advantages in organization. Emotional intelligence in turn is a new comprehensive factor in area of managers and staff, which they control their perceptions. In this research we had analyzed the interaction of two variables (emotional intelligence and transformation leadership). The statistical sample is the active managers of Qom’s metalurologist companies. emotional intelligence data gathered by Goleman questionnaire method and transformation leadership data has been collected by Bass and Avvline questionnaire. in the concluding remark which proceed based on spierman correlation Co-efficiency shows that not only here is “a meaning full”relation between emotional intelligence and transformational leadership, but also this relation is broke down in mutual sub factors of sides. amongs the emotional intelligence attributes, self awareness and self management ranked the most effective on tramsformational leadership.