managers

Managers are strategic components, development and creation of real value for societies. In such a way that the training of competent managers and their growth and promotion are the main concerns of politicians and planners. Shahid Soleimani is one of the successful national and international managers, whose school, as a practical guide, is not just a specialized, jurisprudential, philosophical or political school, but an "educational school", Therefore, the aim of the current research is to identify and explain the dimensions of school education of managers based on Shahid Soleimani's managerial career. In the current research, which is one of the mixed researches; The basis of the analysis in the first part of the research is the statements of the Supreme Leader (Madazla Al-Aali) regarding the personality of Martyr Soleimani and the existing documents related to Martyr Soleimani, which have been analyzed using thematic analysis method. In order to gain confidence, the themes extracted were provided to the managers and commanders of the IRGC ground forces, and the data were analyzed and confirmed using a binomial test at the five percent level. Finally, the suitability of the model was evaluated and confirmed by structural equation method. The results of the investigations showed that the educational dimensions of Shahid Soleimani school are based on five dimensions of religious education, rational education, revolutionary education, legal education, and moral education.

This research was conducted with the aim of investigating and evaluating the effective factors and components on the political development in Iran and seeks to answer to this the question that what factors and components affect the process of political development in Iran? In terms of its nature and purpose, this research was applied research and its research method was descriptive-analytical. The statistical population consisted of managers of Kerman province in the period 1997-2017, which was used to determine the sample size from Krejcie and Morgan's table and stratified random method was used for sampling. In this research, Huntington's model (1965) was used to investigate and evaluate of effective factors and components of political development. Its dimensions included: the rationality of political authority, functional and structural differentiation and the growth of political participation. The findings showed that based on the research model, 3 dimensions and 12 components can be proposed for political development in Iran. Then these dimensions and components were ranked with by Friedman's test that the results showed that among the effective dimensions, the rationality dimension of political authority has the highest rank. Meanwhile, among the effective components, the components of the government's attention to political modernization and the definition of new political functions at the community level have the highest rank.

In order to deal with this type of threats and damages, according to the articles of the disciplinary code and the principles and laws, regarding the preservation and protection of the valuable and key interests and assets of the military and police units, it is the responsibility of the commanders and The managers have been placed, which the Supreme Commander of the General Forces has also mentioned its importance many times, and considering that in the last few years, in spite of the numerous protection and warning measures that were taken in line with various issues (Jihad protection camp, education protection camp and ...), has been implemented and operational. However, the conducted studies show that the statistics of safety failures of the reference targets and also the crimes of the employees have an increasing approach, especially in security issues, and the combination of these cases with the "fifty two percent" role of the behavior and performance of the commanders in the occurrence of crimes and Violations (calculated from the investigation of the filed cases) became a reason for "explaining the role of commanders and managers in improving the security of Armed Forces" as a concern of the researcher. Therefore, the author of this article, in line with the goals of: a) identifying the dimensions, components and indicators related to the role of commanders and managers in improving security maintenance b) identifying the challenges of commanders in improving security maintenance of Armed Forces, conducted this research to has undertaken. In order to carry out this project, according to the theoretical foundations of the research, by using targeted sampling and conducting in-depth interviews with experts and experts in this field, research data was collected and the analysis tool was "content analysis". After the final summary, the findings of the research indicate that according to the defined indicators and the output findings of the questionnaires, which express the analysis and the nature of the main goal of the research, it can be said: a) in the dimension "the role of commanders in non-active counter-intelligence measures (supply measures)", the component "information and communication technology protection" and b) in the dimension "the role of commanders in active counter-intelligence measures", the component "information-security role", They have allocated the most distance between "available" and "desired" status.

Strategic thinking is the today's need of organizations, especially military organizations. In order to create innovative and effective strategies, the commanders and managers of the highest levels of the Armed Forces of Islamic Republic of Iran should be familiar with the skill of strategic thinking and apply it in strategic defense management. In order for strategic thinking to emerge, it is necessary to provide the necessary contexts and platforms in the organizational environment. In this regard, the aim of this research is to identify the requirements for realizing the strategic thinking of commanders and managers of the highest levels of the armed forces. This is an applied-developmental research and has been done with a case-based method. The method of information collection was library and field, and the data collection tool was a semi-structured interview. A number of 9 experts in this field at the level of the armed forces were selected as a statistical sample in a targeted manner after reaching theoretical saturation. Analysis of information with the method of coding and using the MAXQDA-2020 software was carried out for the validity of the research, acceptability, transferability and verifiability, as well as for the reliability of the research, the credibility of the research, by the research team and finally in a verified expert working group. The findings indicate that the requirements for realizing the strategic thinking of the commanders and managers of the highest levels of armed forces are placed, in 5 components and 58 indicators including structural components (8 indicators), human resources (9 indicators), organizational culture (17 indicators), leadership and management (8 indicators) and general (16 indicators). The aforementioned requirements can be the basis for the realization and development of the strategic thinking of commanders and managers for the aforementioned preparation and will cause the institutionalization of strategic thinking in the main and decision-making body of the armed forces.

The current research was written with the aim of identifying the implementation strategies and the appropriate requirements for the implementation of the training and excellence strategies of the commanders and managers of AJA with an emphasis on Jihadi management. The statistical population of this research includes the elites and experts of Aja in the four forces of Aja and scholars, clerics and university professors of the armed forces outside Aja in the number of 40 people. The current research is in the category of applied-developmental research and a combination of quantitative and qualitative data (with a mixed approach) including interviews and open and closed questionnaires has been used. In this research, in order to achieve the main goal of the research, first by conducting in-depth interviews with research experts, the appropriate solutions and requirements for the implementation of strategies were identified, then by setting up and distributing a questionnaire among experts and conducting One Sample Test, the identified cases were identified. were approved and finalized. The results obtained from the analysis of the obtained data indicate the identification and approval of 21 implementation solutions and 29 requirements for the implementation of the strategy.

The present research aims to design a model for the political intelligence of the managers of governmental companies in terms of the effective governance model. This is an applied study with respect to its objective, and a mixed study with respect to its method. In the qualitative part, the statistical population includes 15 experts; that is, senior managers of the governmental section, and in the quantitative part, it includes the managers and employees of governmental organizations. Of these, a sample of 384 individuals was selected. The main tool for data collection in the qualitative part is semi-structured interview, and the in the quantitative part is the researcher-made questionnaire. The validity of the questionnaire was confirmed through the content validation method. To assess the reliability of the questionnaire, Cronbach’s alpha coefficient was calculated. The hypotheses were tested with the technique of partial least squares and the PLS software. The results of the qualitative analysis includes 15 themes: language games, stress management, practical knowledge, organizational changes, having a political character, manipulation of feelings, human resources, explicit truthfulness, entrepreneurship, power dynamics, manipulation of information, social games, economic factors, policies and laws, and organizational culture. In accordance with the obtained results, the themes were put on 8 levels. Then, 15 hypotheses were put forward, which were analyzed and then confirmed by drawing on structural equations.

Exploiting a managerial event, from the stage of emergence of the idea and the reasons for its occurrence, examining different aspects of the problem, environmental and organizational realities, and decisions and examining the effects of its implementation, not only requires registration as a historical event, but also proper analysis All angles can pave the way for tomorrow's managers. Therefore, documenting what managers have learned is a surefire way to transfer personal and social experiences to others. The present study is done with a quantitative approach and using a descriptive-analytical strategy. The statistical population of the study includes all managers of manufacturing industries in Khuzestan province. The samples of this research consisted of 223 managers of manufacturing industries who were selected by random sampling method appropriate to the volume of Seyed Saeed Ansarifar. To collect the data, a researcher-made questionnaire was used. The face validity and reliability were examined and Cronbach's alpha was 0.75. In this study, in order to analyze the data, analysis of variance and factor analysis were performed using SPSS software. The results showed that the factors affecting the successful experiences of managers within the organization that after analysis to 25 criteria and 4 main factors including "ethics and values", "personality traits", "role expectations", "ability and skill", "knowledge And cognition "," accounting and finance "," executive and administrative affairs "and" educational affairs "were classified.

The purpose of this study was to design a model of thinking skill of managers of a government organization in Iran.This research was a developmental research and qualitative research and using interpretive structural modeling. The statistical population included three groups of senior and middle managers and scientific experts in the field of research. The data of this study were collected by two separate tools: validation questionnaire and interpretive structural modeling questionnaire. To validate the questionnaire, the content validity method (lavche coefficient) was used and its reliability was calculated to be 88%.Findings showed that the thinking skills model of the managers of the studied organization includes six stages of preliminary planning, formulation of the organization's problems, ideation, composition, decision making and implementation and evaluation. Also, this model has seventeen steps and fifty-seven activities. Preliminary planning stage (three steps of self-awareness, providing appropriate conditions and choosing a way of thinking) and the stage of formulating the organization's problems system (four steps of data and information collection to identify problems, classify problems, identify network problems and prioritize problems) and ideation stage (including Three steps of data coding, preparing a list of new solutions and evaluating solutions and selecting the best solution) and the combination stage (including two steps of information restructuring and modeling) and the decision stage (three steps of reviewing the selected solution, determining the decision conditions and choosing the decision method). ) And the implementation and evaluation phase (two steps of implementing the selected solution and its evaluation).

At the turning point of the Islamic Revolution of Iran, the wise leader of the revolution, by issuing a statement of the second step, has outlined the vision of a desirable future, which is one of the central categories for achieving that experience of the past to take firm steps in the future Accordingly, the purpose of the research is to realize the past-oriented statement of the second step in the field of management practice of Farhangian University in order to increase soft power, which explains the concept, discovery and understanding of the experience with which managers have lived through a qualitative method of phenomenology. Addresses and answers the question: What are the lived experiences of managers to implement the recommendations of the statement? The statistical population is the staff managers and heads of campuses of Farhangian University. Sampling is targeted and snowball. In order to collect data, semi-structured in-depth interview was used. Qualitative data analysis steps were performed according to the coding process. In the first stage, 145 open codes were extracted from semantic units, which after removing duplicate codes, 120 codes entered the central coding stage. Selective coding of 19 categories was extracted.

Managers' actions: knowledge enhancement (self-promotion, empowerment), systemic view (extra-organizational andorganizational relations), central justice (attitude and educational justice Dignity (professional and organizational dignity), lifestyle (harms of Iranian Islamic lifestyle) and solutions: human resource management (outcome and selection), economics (strategic and operational), science and research (policy and implementation), promotion Attitude (lifestyle and position of the university)

Undoubtedly, some of the problems that we see in society today and are plaguing the people depends on several factors that mismanagement can play a very key and strategic role in creating the status quo. Managers who have no expertise and plan the necessary details are taken up by various sensitive positions, which sometimes make decisions whose costs and harmful effects go directly to the people for years, and have a direct impact on people's lives. Looking at the model of government in the Islamic system and even new models that go back to development such as good governance, some governing administrations do not read any of these features of the Islamic and Western model because such people after their current term of office to be accountable for their performance at any level, in this article, with a descriptive-analytical approach, we find the appropriate answer to the question that there is a possibility of criminalization (civil liability of the managers) after verifying negligence and fault by taking advantage of the guarantee of criminal execution embedded in the law of strategic action, is there a cancellation of sanctions or not?

The purpose of this study is to provide a model for selecting educational directors of the Ministry of Culture and Islamic Guidance. The research method is applied in terms of purpose and qualitative in terms of data type and emerging data in terms of nature and type of data study. The study population consists of all experts in the field. Based on the theoretical method of snowball sampling and based on the theoretical saturation of the data, 15 experts were selected for interview. The research tool was a semi-structured interview in which the dimensions, components and indicators of the selection model of educational directors of the Ministry of Culture and Islamic Guidance were set. For the mentioned interview form, first all national and global models, findings, studies and theories were reviewed, then, by open coding, the indicators were counted and categorized through dimensions, dimensions, components and indicators, and for 15 experts. Dimensions and components were identified and identified through interviews, Delphi technique and brainstorming through selective coding. As a result, 4 dimensions, 21 components and 150 indicators were finalized for the selection model of educational directors of the Ministry of Culture and Islamic Guidance. After the final approval and prioritization of the experts, the dimensions, components and indicators of the model were drawn, and the mentioned model was re-validated by the experts.

The present study presents a model of ethical decision making of political managers in non-governmental organizations.

This research is a descriptive-survey research based on the purpose in the field of applied and developmental research, as well as on the nature and method. In this research, a mixed approach has been used. In the qualitative phase of the research, effective indicators in the ethical decision making of managers were extracted using the grounded theory technique. Also in the quantitative part of the research, using the ANP-DEMATEL technique, the internal relationships and prioritization of these indicators were investigated.

Based on the findings of this study, managers 'ethical decision-making indicators were placed in 6 dimensions of independence and neutrality, managers' expertise, process of responsibility, assertiveness, trustworthiness and forgiveness, as well as fair behavior. The results also showed that fair behavior has the most impact, effectiveness and also the most interaction with other dimensions. Also, prioritizing the main criteria based on the goal showed that the criterion of decisiveness was given the first priority.

It can be concluded that in order to make ethical decisions, the managers of non-governmental organizations need to strengthen characteristics such as independence and impartiality, managers' expertise, the process of responsibility, assertiveness, trustworthiness and forgiveness and fair behavior.

The main purpose of the present research is to design a model knowledge-based for university through a mixed research method. In the first stage, the knowledge-based components of the university have been identified by analyzing the content of the data derived from the semi-structured exploratory interview with 16 experts in the field of knowledge. Then these components were validated by the focus group method. In the second stage, the proposed model was tested quantitatively in the qualitative stage. The statistical population of this research was 207 managers of Tehran University. By simple random sampling, 134 of them were selected as samples. Structural equations and PLS software were used to fit the pattern. The findings of the qualitative section of the research show that knowledge of the university has 8 main components and 28 sub-components. The main components of knowledge at the University include: Knowledge Management Process, knowledge-based Support Strategy, Knowledge Based Support Structure, knowledge-based Support Environment, knowledge-based Support Culture, knowledge-based Support Management, Knowledge-Based Support Management, Knowledge-Based Support Information Technology and Communication. A quantitative analysis in order to fit the proposed model f Conclusion:The results of the research show that for knowledge-based of the university, should be considered all eight components of knowledge-based.

In this study, the researcher seeks to explain the role and priority of each of the commanders' surveillance, deterrence and confrontation plans in protecting employees and reducing the level of crime in the police force.

This research is applied in terms of purpose and descriptive-survey in terms of method. The research collection tool was a researcher-made questionnaire and its reliability was estimated to be 0.89 using Cronbach's alpha coefficient. SPSS software and Friedman tests were used to analyze the findings. The statistical population of this study included 485 employees of the police headquarters of Mazandaran province. According to the calculations, the sample size of the study was 214 people.

Based on the results obtained; Inefficiency and insufficient mastery of employees in the field of legal duties and powers is the highest reason for the necessity of exercising a caring role; Existence of some weaknesses and legal gaps underlying the crime is the most common reason for acting as a deterrent and forcing employees to take some wrongdoing. The highest reason is the necessity of exercising the confrontational role of commanders and managers in reducing crime by employees. From the questions, it was found that the most effective role of commanders and managers in reducing crime by employees is related to the confrontational role of 245/605, the preventive role of 113.58 and the care role of 67.229 in the third stage and the lowest role.

Every society needs qualified managers to advance its goals. In the Islamic Republic, in order to implement the laws to advance the goals, especially in the second step of the revolution, managers must come to power to accelerate this and carry out the orders of the Supreme Leader. According to a model that this article tries to compile based on Nahj al-Balaghah. Descriptive-analytical research seeks to answer the question: what are the characteristics of a revolutionary leader in the system of the Islamic Republic of Iran based on the teachings of Nahj al-Balaghah? Findings show that in the second step of the Islamic Revolution and with the coming to power of the new generation of managers, their revolutionary nature and emphasis on the pattern of behavior in accordance with the teachings of Nahj al-Balaghah, including piety, humility, simplicity, courage And determination, expertise and commitment, justice can accelerate the achievement of the system to its lofty goals

Human Resources is one of the most important and critical parts of any organization, and its effectiveness and productivity can be enhanced by proper management and command. Meritocracy is a subject emanating from the ideology of Islam and it (i.e. appointing competent people for various posts) has been emphasized and recommended repeatedly in the Qur'an and the religion. In fact, the cornerstone of successful organizational performance is the competency approach. Today, one of the most important issues and subjects that are overlooked in the efforts to reduce crime, is the role of managers and commanders. The purpose of this article is to examine the relationship between the appropriate appointment of managers and commanders and the crime reduction, and the library method has been used for this purpose. Finally, what can be cited is that in the various theories common in Shari'a and customary laws, the appropriate appointments have a direct and effective impact on the reduction of crimes, and if somewhere, the manager/commander or his/her subordinates have committed violations, the requisite competence (necessary commitment or sufficient expertise) has not been seen or found in that appointment. The opposite is also true in selecting a competent manager and commander.

Countering all sorts of soft threats requires the soft power of the Islamic Republic of Iran to keep the system stable and the culture of revolutionary thought is globalized and established in the world. Revolutionary organizations and institutions should be the basis for this soft power and have the ability to deal with any kind of threat.
Basij is one of the organizations that by the establishment of a comprehensive information system emphasizes the ability of the people to defend the frontiers that are threatened.
The design and deployment of this system has the requirements and considerations that we are considering here from the perspective of the managers and specialists of the Basij.
The purpose of this research is to understand the design, implementation, establishment and management of a comprehensive information system in the mobilization of the underprivileged from the perspective of experts, senior managers and information managers, and using the Quo methodology and with the seventy-seven-year-olds from the experts, presents the results and achievements.
The purpose of this research is to understand the design, implementation, establishment and management of a comprehensive information system in the Basij from the perspective of experts, senior managers and information managers, and using the Q methodology. It is conducted between seventy persons of experts,and here we present the results according the managers and experts perspectives. The result suggests that the creation of a comprehensive information system, not only has specific management approaches in the administration, but also follows certain frameworks and specific requirements. This study carried out using the Q method has led us to distinguish between the views of managers and, with the views of the Basij activists and information experts. Not only can this contribute to the presentation of the views of the media administration, but also contributes to the production of content and practice