فصلنامه مطالعات رفتار سازمانی
سال چهارم شماره 3 (پیاپی 14، پاییز 1394)

The main objective of this research is identifying the mentality of people towards the organizational laziness in Ilam government agencies. This study methodology is Q method, that is integrated (qualitative- quantitative). The population includes managers of Ilam governmental agencies that 10 professional managers who working in Ilam governmental agencies were selected for sampling. The results indicate that managers of governmental agencies in the Ilam city, about organizational laziness in governmental agencies have three paradigm. Which include: employees (individual factors), organization (organizational factors) and the nature of governmental jobs. Government jobs generally are routine, monotonous and boring that will face employees with burnout, this routine jobs and burnout obtained from them have negative consequences includes separation of individual and organizational objectives and resistance to any job change which causes staff feel discouraged, job dissatisfaction and tired, and make organizational laziness by negligence, evasion of work, to postpone the duties and lack of sufficient precision in doing tasks.

Teamwork is considered a key element of the success of the organization and to increase the organization's ability to overcome the challenges of environment. However, ignorance of the requirements for effective implementation of teamwork will be resulting in failure to achieve the organizational goals. In this paper, a comprehensive study explored factors influencing teamwork. The population of the investigation to analyze the data, including 190 personnel with experience in teamwork in an organization active in the field of oil and gas that, Cochran formula using the number 152 as the sample size was determined. This research in terms of objective is functional-survey. Measurement tools included two questionnaires, which was created by the researcher. The results using confirmatory factor analysis, path analysis showed that personality traits of members, features team management, organizational context and atmosphere of the team, communication and interaction characteristics of team member are affected on teamwork effectiveness. Team management features, have highest impact on effectiveness of teamwork. Also in three dimensions of effectiveness, performance achievements are most important role in increasing the effectiveness of teamwork.

Top management teams carry out as the company key decision-makers in creating organizational ambidexterity. Senior management team behavioral integration which represents the collective interaction of top management team members facilitates organizations in moving toward organizational ambidexterity and obtaining better performance. In this paper, the effect of top management team behavioral integration on the performance of manufacturing firms has been investigated. Furthermore, mediating role of organizational ambidexterity in the relationship between the top management team behavioral integration and performance has been addressed. Research data has been collected from the manufacturing firms of the Rasht industrial zone. Data was collected through questionnaires and analyzed by structural equation modeling and partial least squares algorithm. Findings show that top management team behavioral integration by mediating role of organizational ambidexterity influence on performance.

The presence of organizations in highly competitive environments, requires managers to make empower most important competitive source themselves -namely, human resources-. Empowerment includes psychological and structural empowerment dimensions. The present study is a survey research that uses two-part questionnaire to collect data. This survey questionnaire contains 28 items (including 16 psychological, 12 structural empowerment) measuring two dimensions of empowerment. Validity of each part is estimated via Cronbach’s Alpha method and results in above 0.7. Through the analysis of construct validity, its validity was confirmed. To achieve research aims, a sample consisting of 319 staff members of an automotive manufacturer in Tehran (SAIPA) were selected. To analyze data and to test hypotheses, Structural Equation Modeling (SEM) and Confirmatory Factor Analysis (CFA) as well as LISREL and SPSS software packages were used. Research findings revealed significant impacts of employees psychological on their structural empowerment. Likewise, the impacts of psychological empowerment Dimensions (including meaning, competence, self-determination, and impact) on structural empowerment Dimensions (including Delegation, sharing of information, participation in decision-making and control) is also significant and Hypotheses were accepted.

Today, organizations are successful have the flexibility that this requires effective participation and engagement of employees at all levels. In this study, researchers are going to investigate the causes and roots of the emergence of organizational silence on the different views, using interpretative structural modeling to explain the silence of Research Institute of Petroleum Industry (RIPI), A comprehensive review of the literature seven factors identified to explain the silence in Research Institute of Petroleum Industry. Then using interpretation structural model (ISM) factors graded at three levels were. Then, after determining the levels each of the factors and taking into account the availability of the final matrix, the final model of interpretation were drawn. The results showed that factors such as corporate culture, personality traits and leadership style of the manager in relation to organizational silence in Research Institute of Petroleum Industry (RIPI) of their effects more than factors others.

The main aim of this research is studying the effect of organizational social capital on organizational adaptability capacity. The method of the research was survey and the measurement tool was closed questionnaire. The population were involved all employees of Tabriz university being 712 employees, of which 239 employees were selected by Cochran formula and through a stratified random sampling regarding on the levels of the classes. As results show first of all the mean of Organizational adaptive capacity of Tabriz University employees (92/86) is moderate to upper moderate and second of all, based on regression analysis results, respectively, the effect of dimensions of organizational trust, cohesion, interpersonal trust and empowerment on dependent variable (Organizational Adaptive Capacity) was significant and these variables were able to explain 55 percent of the variance of the Organizational adaptive capacity.

This study aims to explain employee silence in connection with their direct manager in a governmental organization. Although target organization, has numerous opportunities for communicating, employees prefer remain silence and don’t tell opinions to their direct manager. In order to explore the reason, mixed method was used. First, qualitative data was gathered through in-depth interviews with 13 employees by using theoretical sampling, then coding paradigm and propositions were developed. The main reason was investigated in interpersonal communication. Participants, mentioned their manager's behaviors and attitudes is the reason. In one word manager’s autocratic leadership style was identified as the main cause. Then, to confirm the qualitative data, the researcher questionnaires distributed between samples with the number of 100 person. Validity, reliability and model fit was verified. Then with correlation, regression and structural equation model, the data were tested. The results show that autocratic leadership style effects employee silence positively. Quantitative results, confirmed and completed qualitative results.