نشریه توسعه سازمانی پلیس
سال دهم شماره 2 (پیاپی 45، تابستان 1392)

Today organizations due to their potentialities and capabilities have attempted to have a futuristic outlook to achieve their objectives and move towards them so that they can outline a clear future for their viability and survival. Responsive institutions are confronted with dynamic environment. Therefore vision performance management is very important. Vision measurement can clarify any expectations of managers from administrative in a way that administrative can see the errors and what expected of them and are able to measure the vision qualitative and quantitative and can study the extent of their achievements. Attention to organization missions and provision of qualified service to increase costumers satisfaction in long term has resulted in paramount importance of vision. This is an applied and a descriptive research which its objective is to introduce a conceptual model of effective management of organization vision to improve performance continuously. Therefore in this research first vision، its characteristics and importance in organization then organization performance appraisal balanced strategy management، strategy coordination and reference points are reviewed. Furthermore to customize the model in governmental organization and armed forces، commanders، authorities and university professors are interviewed and a comprehensive model for vision effectiveness is extracted and its validity and reliability are confirmed. Finally the sources are studied and experts view points about the factors for realization of vision are presented. The research results indicate that without changing behavior and perception of individual personnel and alignment with leaders and managers and establishment of a common vision، successful realization of vision is problematic.

Measuring organization atmosphere is very important for managers to understand and to adjust organization internal factors. One of the suitable models suggested for pathology of organization atmosphere is Weisbord Six-Box Model. In this model، six constituents such as structure، leadership، communication، rewards and useful mechanisms are defined. Positive attitude to change is added to present model so that the model can be more comprehensive in identification of organization atmosphere. This is an applied and descriptive research and focuses on pathology of the perception of vicegerents of Iran police PPB about organization atmosphere. Statistical populations consisted of all vicegerents of provinces PPB and branches of Iran police central district. Totally 43 completed questionnaires were gathered and analyzed. The results of research indicated that in sum the organization atmosphere of Iran police PPB appraised more than normal. Based on the results of freedman variance analysis، constituents of target، leadership، communication in comparison with constituents of rewards، usefull mechanisms and positive attitude to change enjoy better condition. Based on the results of spearman correlation coefficients، between constituents of leadership-communication، structure-communication and structure –target there is much correlation and between constituents of useful mechanisms with structure and rewards there is less correlation. Also organization in introduction of organization priorities، working units structures design، resolving unsolved conflicts، fairness and suitability of payments criteria in comparison to work done and availability of useful mechanisms are not in good condition and required attention and more planning.

The main concern of this research is to study the relation between transformational leadership and organization performance. Actually the purpose of this research is to define the relation between transformational leadership characteristics to organization performance. This is a metric –descriptive research. The statistical population of this research is consisted of 320 persons from among vicegerents and chiefs of 37 government organizations of Kerman province. Statistical sampling of this research is calculated as 179 persons using sampling formula of limited population. The type of sampling method in this research is Simple random sampling. The measuring tool for transformational leadership is questionnaire of leadership multi factors and measuring tool for organization performance is the questionnaire of European quality excellence model. Multivariate regression. (Step by step) and correlation coefficient tests were used to analyze the data. The software of SPSS was used to analyze the questionnaires then the results of this research indicated that there is a meaningful and positive relation between transformational leadership and its constituents (individual consideration، inspiring motivation، mental encouragement، ideal behavior، and ideal characteristics) and organization performance. The comparison of statistical results for each constituent of transformational leadership and organization performance also indicated that organization performance has more relation with mental encouragement. Considering the correlation between leadership styles and organization performance indicated that organization performance is more effective and has more relation with transformational leadership. The Multivariate regression analysis also indicated that among transformational leadership constituents، ideal behavior and mental encouragement have more influence on organization performance respectively.

Q methodology is a less known method in humanities researches. Although this method is recently used in different field researches in Iran but has not found its proper place in social and organization science research especially in police research as a reliable method. This research method which was founded by William Stephenson has used factor analysis in qualitative researches to find out about individual subjectivity such as attitudes، believes، feelings and opinions. Q methodology is an effective method for obtaining data from small samples. Briefly in this method the respondents rank the sorting template that researchers introduced. Using factor analysis، the available common models accumulated in the templates are discovered and researchers interpret them. In this research it is attempted to provide a description for this method and explain its characteristics and adequacy as a qualiquantological method.

Many researches in different sciences and disciplines have focused on the concept of organization memory. In management literatures، the concept of organization memory especially in two dimensions of declarative memory and procedural memory have been researched and received a great deal of attention too. But despite the abundance of research، less attention has been given to content and emotional dimensions of organization memory. Therefore in present competition conditions and in regard to constructive and positive influence of organization memory on organization competition capability and performance، it is necessary to pay more attention to factors influencing organization memory. Since there are little researches about emotional dimension of organization memory and there is also shortcoming in this field، this article intends to define organization emotional memory and its different dimensions and write about the influence of emotional memory and emotion on organization memory. An extensive review is carried out on available literatures about emotional memory and emotional dimension of organization memory. The results of this review indicated that emotion can play a significant role in organization and personnel memory and culminate in adjustment of organization memory. Emotion can also be studied as a part of organization memory. Emotional dimensions and different compositions of this dimension lead to preservation of present organization memory، changes in declarative memory and procedural memory or organization oblivion. Also there is bilateral relation between emotional memory in one hand and procedural and declarative memories on the other hand which is adjusted by a dimension of emotional memory. Therefore effective using of organization memory required that organization managers and leaders pay attention to past emotional experiences of organization.

Institutional theory shows promise as a viable framework for understanding police organization structures and activities but difficulties in measuring its core concepts make testing problematic. In order to advance the application of institutional theory in policing، this paper’s aim is to develop a measurement model of institutional pressures derived from DiMaggio and Powell’s discussion of institutional isomorphism. First and second-order confirmatory factor analyses are performed on secondary data originally collected in a 1997 national survey of law enforcement agencies about their approach to community policing. The results showed a refined model of institutional processes including three constructs – professionalization، publications، and mimesis. A construct indicated by funding measures does not seem to be consistent with other institutional pressures. The research made use of available data and existing measures not explicitly constructed for the purpose of theory testing. Nevertheless، the results appear to be consistent with institutional theory. The model provides a framework for future testing of institutional theory in policing and avenues for the development of additional indicators.