Identify the plans of managers of public and private banks in order to improve organizational performance

Nowadays, according to the intensity of competition and the number of private banks, the proper performance of managerial roles in them has become important and has become a kind of advantage. Due to the lack of research in order to identify and accurately compare managerial roles in public and private banks, the present study was conducted with the aim of identifying the roles of managers of public and private banks in order to improve organizational performance.

This research was done in a mixed way. In order to identify the roles of bank managers, an exploratory qualitative approach was carried out with a semi-structured interview tool, and the foundational data theory method was used to analyze the data. In the quantitative part, it has been analyzed to measure the effect of roles on organizational performance with the method of structural equation modeling.

Managers in private banks have 16 main roles and in public banks they have 15 main roles, and these roles differ from each other only in one case, including the ability to form alliances, which is specific to private bank managers. Also, the impact of all the assigned roles on organizational performance is significant and direct, and in public banks, the roles of paying attention to internal and external factors, and in private banks, the roles of profitability and paying attention to external factors have the greatest impact on organizational performance.

The roles of private bank managers are slightly more than the roles of state bank managers, and considering the confirmation of the influence of managers' roles on organizational performance, bank managers should create the grounds for their organization's success in the competitive arena by familiarizing themselves with and properly implementing the identified roles.