enabling structure

The type of organizational structure can affect individuals’ motivation. On the other hand, one of the main concerns of managers is motivating employees. In this case, organizational indifference is a negative behavior that will make the organization chronically backward. This study was conducted with the aim of investigating the role of type of organizational structure in predicting organizational indifference in Bamyan University. 

 The research method was descriptive and correlational. The statistical population included all lecturers and employees of Bamyan University (269 people). In this research, total sampling method was used and all members of the statistical community were selected as statistical samples. To collect data, two standard questionnaires; 1) type of organizational structure by Torkzadeh and Mohtaram (2014) and 2) organizational indifference by Danaeefard, Hassanzadeh and Salarieh (2010). The validity of these measures was calculated using the item analysis method and their reliability was calculated using Cronbach's alpha scale, and their alpha coefficients were (0.723) and (0.914) respectively. Questionnaires were sent to 269 people, of whom (214) responded. The obtained data were analyzed using statistical methods of Pearson correlation coefficient, one sample t-test, paired sample t-test and multiple regression.

The results showed that; 1) the prevalence of inhibiting structure has been lower than the prevalence of enabling structure. 2) The prevalence of organizational indifference was lower than average level (Q2=3) and higher than low level (Q1=2). 3) The enabling structure is a negative and significant predictor and the inhibiting structure is a positive and significant predictor of organizational indifference.

According to the findings, it can be stated that by designing and developing the enabling organizational structure, it is possible to reduce the level of organizational indifference in the field of research. Keywords: Organization, Organizational Structure, Inhibiting Structure, Enabling Structure and Organizational Indiffere

Enabling structure reflects the effectiveness of organizational structures and processes in enabling employee activities. And paying attention to it to create professional ethics is a must. Therefore, the present study aimed to presentation the causal-structural model of organizational structure antecedents of empowering sport and youth departments in northwestern provinces of Iran with professional ethics implications. 

This study was descriptive and based structural equation modeling. The statistical population consisted of 588 employees of the General Directorates of Sport and Youth of the Northwest Provinces of the country. 230 people were selected by method stratified random sampling. Standard questionnaires were used for data collection. The structural equation modeling was used to study the relationship between the latent variables in conceptual model.

According to the results, psychological empowerment, social interaction, knowledge sharing and information technology have a positive and significant direct effect on organizational enabling structure. The results also showed that enabling structure has a significant and direct impact on professional ethics.   

The results showed that the research variables, while having a meaningful relationship with each other, also had good predictions that considering these areas could improve the enabling structure along with enhancing the professional ethics of the effective staff.

The aim of this research was to determine the mediating role of student-teacher trust, academic emphasis and a sense of identity to school as components of educational optimism and academic vitality between enabling structure and school well-being of junior high school students of Ahwaz. The study population consisted of all junior high school students of Ahwaz during academic year 2016-2017. 180 students were selected as sample using multistage random sampling. Enabling Structure Scale (ESS) Academic Vitality Questionnaire Academic Optimism Scale and School Well-being Questionnaire. In order to test fitness of proposed model, path analysis was applied and according to obtained values of indices, data fit well with modified model. Moreover, obtained results showed that there were positive significant relation between enabling structure and the all components of academic optimism (Student-teacher trust, academic emphasis and a sense of identity to school) and academic vitality. Moreover, academic optimism and vitality have been also in significant correlation with school well-being. All direct paths assumed in proposed model have been significant. Moreover, overall indirect hypothesis based on mediation of variables of Student-teacher trust, academic emphasis and a sense of identity to school and academic vitality has been significant between enabling structure and school well-being. However, in regard with testing each indirect hypothesis, the component "trust" has not been considered as mediator.

The purpose of this study was to investigate the effect of enabling school structure and teacher’s academic optimism on the students’ achievement. To carry out this study, the descriptive (correlational) method is used. Teacher academic optimism and enabling school structure questionnaires by 150 teachers in district 5 of Tehran guidance school that were randomly chosen were completed. The last semester student final grade points were selected as the base of measurement of their achievement. To examine the hypothesis and answer research question, the correlational coefficient and multiple regressions were used and the results confirm the hypothesis. Results showed that the academic optimism of teacher and enabling school structure have a positive and significant correlation with achievement. Among the three dimensions of academic optimism (efficacy, academic emphasis, trust) teacher efficacy had the highest correlation with achievement. Academic optimism of teacher and enabling school structure are two variables which together explained 23% of the variance in achievement.

Human resources development approach has used various strategies to improve the individual and organizational outcomes. Considering the organizational indifference and exploring strategies and mechanisms to reduce this organizational phenomenon is a challenging issue. One of important mechanisms for reducing the organizational indifference is designing of enabling organizational structure. The purpose of the present study was to predict organizational indifference based on the organizational structure. The research population of the study included the personnel of Shiraz Agricultural Jihad organization (N=733). The order proportional stratified sampling was used and the 251 employees was calculated using Cochran formula. Out of 251 questionnaires 231 were analyzed. For analyzing the data the dependent t-test, one sample t-test, repeated measures analysis and multiple regressions were used. The results indicated that enabling structure directly was significant negative predictor, and hindering structure was significant positive predictor of the organizational indifference. Based on the findings of this study, by designing and developing of enabling organizational structure, organizational indifference will be reduced.

The present research aims to study the relationship between the type of the organizational structure of university and the social capital of departments at University of Shiraz. The research instruments included the Organizational Structure Questionnaire (Turkzadeh & Mohtaram, 2011) and a researcher-made Social Capital Survey, the validity and reliability of which were assessed and approved. Using random sampling method and a multicase study format, 5 departments were selected from among all departments of the University of Shiraz. All of faculty members in each department (including 50 subjects) participated in the survey. The results showed that: 1. from faculty members’ viewpoint, the dominant organizational structure at Shiraz University was of a hindering type; 2. the social capital of the departments was at an average level, and there was no difference between the departments in terms of social capital; 3. The type of organizational structure predicted 53% of the social capital of the departments.

The aim of this study was survey of relationship between organizational structure types and administrator's power resources at Shiraz University's administration division. Tow Scales were used: Organizational Structure Types (Torkzadeh & Mohtaram, 2011) and Power Resources Identification (Torkzadeh & Moeini, 2010). Validity and reliability of scales were Assessed. Research Sample were 243 persons. Results showed: 1) The dominant organizational structure Type in the research scope was enabling structure. 2) dominant power resource was reward and the lowest was information; differences were significant. 3) the ranks of administrator's using power resources was as follows: reward, environmental dominance, expert, referent, coercive, ethic, legitimate, culture and information. 4) enabling structure was a significant positive anticipant of environmental dominance, expert, referent, ethic, legitimate and information power resources and it was a significant negative anticipant of reward, coercive and culture power resources. hindering structure was a significant positive anticipant of reward, coercive and culture power resources and it was a significant negative anticipant ofother mentioned power resources.