Investigating of the status of cybernetic pattern components in academic libraries of Iran from the viewpoint of managers

The purpose of this study was to identify manager's viewpoints toward the status of components of the cybernetic pattern in academic libraries.
This research was method by analytical survey method. The statistical population of the study consisted of 753 directors and librarians of the central libraries of Tehran and other cities. 250 People were selected by stratified random sampling and based on Krejcie and Morgan table (Powell, 2006). Data collection for this study through a questionnaire According to Byrne Baum (2003), the opinions of experts and specialists in this research. The 6-item questionnaire consists of monitoring and control, links, decision-making, hierarchy, and leadership, which are based on the Likert spectrum of managers surveyed. Data analysis was performed using SPSS-20 software.
The results of this study showed that all components of the cybernetic pattern have been considered from the viewpoint of the managers of academic libraries and have a good position in academic libraries. Among the sub-components of the cybernetic component, the sub-components of the social component with a mean of 36.16, the minor component of the graft, with a mean of 48/15, the subsystem of the causal circuit with an average of 7.75, the minor component of decision making sources with a mean of 49. 15, sub-component divided system by 12/12and cognitive component subscales with an average of 8.49 above the average of other sub-components of the cybernetic pattern in academic libraries.
Conclusion The results of this study showed that components of the cybernetic pattern have a good place in academic libraries, which can indicate the knowledge of the managers of academic libraries about the structure, goals, tasks, services and functions of academic libraries. According to the results of the research, it is advisable to pay more attention to the social role of users of the library in their library management structure in their interactions and to direct them, and to provide the basis for the commitment of human resources through social participation in the process of work and interaction with more management.