نشریه تحول اداری
پیاپی 64 (زمستان 1399)

Today, organizational syndromes are one of the new phenomena in human resource management and on the other hand is a new category in Iranian and world societies. This article has been compiled with the aim of explaining the concepts of some of the most important and effective organizational syndromes and has tried to examine the causes and factors, individual and organizational effects as well as the solutions facing managers. The method of this research is review and it has been done through library method and review of articles. Due to the importance and necessity of organizational syndromes and the resulting damage to the most important components of any organization such as efficiency and effectiveness of human resources, organizational productivity, etc., suggestions based on current laws and regulations and strengthening human resource subsystems Has been.

Training programs are among the required skills required for human resources. They aim to improve organizational performance, reduce costs, and increase organizations' productivity. As during the current situation, they are essential for survival, biological and psychological balance. Improving the capabilities of coping effectively with crises and increasing the individuals' mental health in efficient organizations can be achieved through training programs. As a useful tool for educators, virtual training programs can provide security and prevent post-crisis imbalances in emergencies. This study aims to investigate the effectiveness of PRIZ creativity training program on resilience and social interactions with the Foresight approach in the Coronavirus crisis by the quasi-experimental method with pre-test, post-test, and control group. Data collection tools were Sadeghpour and Ramezannejad social interaction questionnaire and Sixbey's family resilience assessment. Multivariate analysis of covariance and SPSS24 software were used to analyze the data. The results showed that the mean of social interactions and resilience in the experimental group increased significantly after training. There was a significant difference in the post-test scores of the experimental group compared to the control group. Therefore, it can be said that the PRIZ creativity training program, in general, can lead to change and improvement of social interactions and resilience in crisis.

The subject of organizational culture has been less applied in the administrative system of Iran for many years, but in recent years, the Necessity to enter this subject has been fully understood and measures have been put on the agenda. Including these measures is codification of organizational culture development management instruction, based on that, each of agencies is obliged to implementing the general behavioral and professional criteria, and also required to identify and formulate its own specific cultural criteria and implement them. The administrative and recruitment organization, as the main administrator of the issue, formulates organizational cultural criteria and the current article is taken from a study conducted in this regard. The findings are presented in two parts: Assessing the importance and prioritization of the general criteria as well as identifying and formulating specific criteria for organizational culture. In this research, two quantitative and qualitative approaches have been used. Quantitative approach and descriptive-survey method have been used in prioritizing general criteria. A questionnaire was used to collect data and a descriptive-survey method, one-sample t-test and Friedman test were used for analysis. Also, in order to formulate specific criteria, first the legal and scientific superior documents were reviewed and then the final criteria were identified using the Delphi technique and receiving the opinion of experts in several stages. Findings show that three criteria including work conscience, trusteeship and the spirit of serving the people among the general behavioral criteria and three criteria including performing duties well, responsiveness and honoring citizens among the general professional criteria have the highest priority. Also, in the matter of developing specific criteria for organizational culture, 12 criteria were identified and approved by the Council of Organizational Management Development, some of them are pioneering, rule of law, justice-oriented, knowledge-based, transparency and program-oriented.

Social capital represents the quality and quantity of in-organization relationships which can facilitate administrative reforms in public organizations. Despite the significance of social capital in improving services offered by public organizations, empirical studies are indicative of low social capital in Iranian organizations. Reviewing organizational social capital, thus, this paper attempts to address the question “how can social capital be generated and sustained?” according to the literature review, factors contributing to the creation of social capital can be categorized into four groups: individual, managerial, structural, and cultural. Among all, managerial factors play the most significant role in creating social capital. In addition to abovementioned factors, for social capital to be created and maintained some conditions must be in place: time, mutual dependence, disclosure, and interaction.