نشریه توسعه سازمانی پلیس
سال هجدهم شماره 2 (پیاپی 77، تابستان 1400)

Organizational culture is the basic assumptions that the organization learns while adapting to the environment and solving problems related to external compatibility and internal cohesion, and these assumptions are passed on to new employees of the organization as the right way to solve problems. These fundamental assumptions play an important role in accepting or rejecting organizational plans and programs. The purpose of this article is to analyze the impact of organizational culture as a basic assumption on the organizational knowledge transfer plan in the public sector. This research was conducted with a quantitative approach and cross-sectional survey method and the data were collected using a researcher-made questionnaire and analyzed by regression statistical technique. Findings In the organization under study indicated that aspects of organizational culture including "management style", "responsibility", "trust between employees", "spirit of initiative and creativity" and "tolerance of differences of taste and conflict" respectively had the greatest impact on the successful transfer of organizational knowledge.

The role and impact of financial professional ethics in the actions, behaviors, attitudes, and communications and reporting of financial activities is crucial. That is why today the discussion of ethics on financial performance has become one of the most important topics. Therefore, the purpose of this study is to investigate the effect of understanding the ethical principles on the financial performance of NAJA accountants. The research is descriptive and correlational in terms of purpose. The statistical population of the study consists of experts and accountants of the units of the central area of ​​the NAJA headquarters, all of whom were selected. In order to collect data, a questionnaire was used which was obtained using Cronbach's alpha, the reliability of the questionnaires, the Cronbach's alpha value of the ethics questionnaire was equal to 0.768 and financial performance was 0.795. In order to evaluate the model and test the hypotheses, the structural equation modeling method is preferable to using PLS software. All components have a standard deviation of less than 1, which indicates a relatively low scatter of opinions. The results of data analysis indicate that understanding the ethical principles affects the financial performance of NAJA accountants.

the fundamental purpose of implantation of the organizational quality management initiative is defined as creating a competitive environment prerequisite to gaining trust, enhancing social security, observing citizen rights, improving office wellbeing and personnel contentment. In pursuit of the mentioned goal, Iran’s police defines transformation by focusing on environmental paradigms, behavioral patterns, organizational process, creativity and innovation and also conducting training courses on standardization and behavioral excellence. The main purpose of this study is to examine the effect of training courses on standardization and behavioral excellence on social implication of organizational quality management initiative.

this a descriptive and pure kind of research utilizing survey method. The statistic population includes the clients to the disciplinary units of east Tehran police commander. 280 individuals were selected by simple random method, and then a researcher made questioner was distributed among the subjects. Regression test was used to analysis the data and gain insight into the effect of the variables.

it was found that training courses on the standardization and behavioral excellence has a meaningful effect on social implications of organizational quality management initiative. In other word, social trust, social engagement, contentment and security are affected by the training courses on the standardization and behavioral excellence. Therefore, developing and planning educational workshops on standardization and behavioral excellence seems to be necessary.

Knowledge and intellectual capital management is one of the most important issues in modern management of organizations today and is used today to create and increase organizational value. Organizations face new challenges for their continuity and establishment, and to overcome these challenges requires more attention to development and It is the strengthening of internal skills and abilities through the management of organizational knowledge and intellectual capital that organizations use to achieve better performance in the business world (Barney 1991; Darker 1988; Grant 1991). This study has investigated the role of knowledge and intellectual capital management on organizational development. The present study is applied in terms of purpose and case-study in terms of research method. The statistical population consists of employees and managers of government organizations in Tehran and the sample size using 270 people were identified from Morgan's table. To ensure 300 questionnaires were distributed to employees and managers of government organizations in Tehran, the data collection tool is a standard questionnaire and in order to assess the validity (validity) of the questionnaire, two criteria of convergent validity and divergent validity were used. Also, the reliability of the test tool was calculated using Cronbach's alpha method, which was acceptable and the test results of the hypotheses (knowledge management on intellectual capital in the organization, knowledge management on organizational development, intellectual capital on organizational development) were significant.

Organizational agility and adaptation to change is the main factor in the survival of organizations. The purpose of this study is to explain the structural model of the effect of organizational capacity on organizational agility with the mediating role of organizational cohesion.

The present research is descriptive in nature and method and applied in terms of purpose. The statistical population of the study includes all employees of the General Welfare Department of South Khorasan Province. 103 people were selected as a statistical sample by stratified random sampling. 3 questionnaires were used for data collection and the validity of the data collection tool was obtained through face and content validity and its reliability by calculating Cronbach's alpha. Data analysis was performed using descriptive indicators and SEM with the help of SPSS and Smart PLS software.

Based on the findings of the correlation coefficient test, the hypothesis based on the relationship between the variables of organizational capacity, organizational cohesion and organizational agility at the alpha level of 0.05 was confirmed. Also, the effect of organizational capacity variable on organizational cohesion with path coefficient of 0.549, the effect of organizational cohesion variable on organizational agility with path coefficient of 0.195 and the effect of organizational capacity on organizational agility with path coefficient of 0.567 were confirmed. Also, at a significance level of 0.95, the mediating effect of organizational cohesion variable in the relationship between organizational capacity and organizational agility was accepted.

Capacity building and cohesion in organizations is effective in creating organizational agility and organizations can achieve agility in today's changing conditions, by recognizing and strengthening capacity and cohesion in the organization.

 Policing remains one of the few occupations in which sworn leaders enter as recruits and work their way to the top. This poses some unique challenges and opportunities. Many of the leaders of 2045 are being recruited and inducted into policing today, and as such it behoves policing to have a sense of what these future leaders will need so that they can be best prepared for their future roles across their careers. This requires police organizations and their current leaders to have the strategic foresight to understand how the challenges facing their organization will morph over the next 20–30 years. And it requires an understanding about how best to support future leaders for these roles. This article explores the role of education in achieving this. By no means a panacea for leader and leadership development, embedding education throughout the career of the future leader may serve the dual purpose of equip- ping the workforce as a whole to engage in leadership, while ensuring our future leaders have the high-level critical and creative thinking skills that complex problems require. Ensuring our police organizations value education and learn- ing, however, is a cultural challenge that today’s leaders need to address.