Devising a Model for Evaluating and Selecting Cultural Managers in the Islamic Republic of Iran along with Giving a Package of Suggested Policies

After the Islamic Revolution, culture and cultural organizations have always been dealt with by an expense-oriented approach rather than an investment whereas culture has had a strategic status for the Islamic Republic of Iran. To change this approach, it is required to make new policies helping to the modification of organizational system.In this respect, we make a list of properties for a qualified cultural manager and form a model for that. This paper has three major parts: a) studying and formalizing the problem in Iran, b) studying and criticizing the existing policies, and finally c) recommending the ideal policies. Actually, because findings of the former studies in this regard have not been enjoyed a comprehensive model, we have reviewed different merit models among which two major ones were used here: Quinn’s management functions and Katz’s management skills. Finally, three dimensions of management qualification, i.e. personality, skill, and knowledge is indexed; they are also leveled based on geographical extension, organizational levels, intra-organizational functions, and organizational mission. In the end, inconveniences of different stages of merit system is examined and some general resolutions and policies to avoid these inconveniences is offered.