فصلنامه مطالعات رفتار سازمانی
سال یازدهم شماره 1 (پیاپی 41، بهار 1401)

The purpose of this study is to identify the components affecting the field of organizational behavior, analyze the impact of the corona crisis on the possible situations of its components and develop advanced scenarios. The present research is of an applied type, with a mixed method and the nature of future research. Information was collected in three ways: library method, interview and questionnaire. Considering the use of Micmac software and ScenarioWizard for data analysis, the type of questionnaire is in the form of a matrix of interactions and by passing comments from the panel of experts. Mikomak results identify 14 key components out of 29 primary components. 34 different possible states for key components in the matrix form were entered into the scenario. Output scenarios are 2 strong consistency scenarios and 54 weak consistensy scenarios. The results show that according to the effects of Corona, possible future situations in the field of organizational behavior to increase negative feelings and emotions, increase negative attitudes, decrease job satisfaction, decrease motivation, decrease job security, increase stress, form virtual teams and increase formal groups. Command leadership, virtual communications, reducing destructive conflicts, face-to- negotiation style, reducing formality and concentration, passive-defensive and offensive-defensive culture, and authoritarian decision-making have changed direction.

Calling is a call to a transcendent summons for special mission in the life and shows the meaning of work. Calling has Religious Roots However, as it extends to the world of work, organizational researchers find it highly relevant to important professional behaviors and concerns. The purpose of this study is to investigate the relationship between religiosity and psychological capital on calling with work meaning mediation. This study was conducted with an applied purpose and descriptive-correlation method. The statistical population of the study is the staff of the Department of Sports and Youth of Tehran Province, which can be done by random sampling; 120 of them were selected. To measure job mission variables, Debreu and Tosti-Kharas (2011) questionnaire, psychological capital, Lutans questionnaire (2007), work meaning, Litman-Ovadia and Stiger questionnaire (2010) and Gorsuch and McPherson (1989) religiosity questionnaire were used. SMART_PLS software was reviewed to help model mining. Findings showed that religious and psychological capital have a significant relationship with the calling of employees and also these two variables have a significant relationship with the calling through the work meaning.

Although Political behaviors are not official organizational duties of managers, but they are real and important particularly in Iran because of ambiguous and uncertainty in environment and their impact on the acquisition of benefits. since there is less knowledge about this concept, it is needed to explore political behavior. The qualitative method of phenomenology makes it possible to recognize this phenomenon in reality. The aim of this study was to identify and present the components and pattern of political behavior of public managers with a phenomenological approach focusing on in-depth interviews.population of this study is included general managers of government and public organization in Khorasan Razavi province.Required data were collected through semi-structured individual interviews. Findings of the research were divided into twelve general and pivotal concepts using the Claysian analysis method. These concepts include controlling access to information, blaming and attacking to others, reinforcing a impression management, pleasing others, building a communication network, presenting oneself through other powerful people, grouping, support and empathy, resisting change, playing with time and the reverse collision and …... A closer look at the behaviors shows that among the Iranian government officials on the issue of power, the factor of maintaining power is important, which will also lead to a reactive political behavior.

The main purpose of this research is to design a model of organizational culture appropriate to the Canvas compatible structures in the Ministry of Interior. The research method is based on the practical purpose, and in terms of collecting qualitative information and has been done using the Grounded theory method. In this study, using snowball sampling methods and through semi-structured interviews with 23 experts from the statistical community (experts of the Ministry of Interior). To calculate the validity and reliability of qualitative data, retest reliability and reliability of two coders were used. The research findings show 5 dimensions, 17 categories and 70 subcategories as elements of organizational culture model in the study population. The first dimension (human-centered culture) with 3 categories and 15 subcategories, the second dimension (interactive culture and environment-centered) with 5 categories and 19 subcategories, the third dimension (culture-oriented culture) with 3 categories and 11 subcategories, the fourth dimension (culture Excellence and excellence (with 2 categories and 13 subcategories) and finally the fifth dimension (culture of central law) with 4 categories and 12 subcategories have been identified. Based on dimensions, main categories and subcategories; The organizational culture of the study community can be measured, measured and managed.

It seems that working with difficult employees is a common experience of all those who have experienced different careers and organizations. Sometimes this experience is so annoying that it leads to leaving the job and leaving the organization. The solution to such Annoying experiences is not to remove these people from the organization, but to identify the behavioral characteristic of this group of employees and apply appropriate interactive and communication strategies with them. This is due to the fact that organizational human beings are affected by environmental and structural characteristics and when entering the organization, they cannot work like a person devoid of personal and personality feelings and characteristics and without being affected by environmental and structural conditions. This research examines organizational misbehavior by identifying the characteristics of difficult employees in organizations. And the characteristics of difficult employees or difficult behaviors are identified through interviews with participants who have lived the experience of working with these employees. Thematic analysis was the method of analyzing the interview data in this research. The findings suggest that difficult behaviors can be categorized into three categories: cognitive, emotional, and behavioral. And special environmental and structural factors can act as reinforcers of these behaviors in the organization.

Models for public sector organizations performance management have ignored the role of leadership. In other words, there is no consistency between leadership in performance management models and its concept in the theoretical foundations of organizational behavior management. Thus, this research aims to design a model for Iranian public sector organizations performance management with an emphasis on leadership as a driver. The methodology of this research is design science. First, 240 literature sources on performance management (at the organizational level) and leadership were reviewed, classified and thematically analyzed. The same process was followed for semi-structured interviews with experts. Experts were selected by snowball sampling technique according to scientific, experimental and perceptual conditions. Then, using thematic analysis, a new performance management model based on leadership as a driver was designed. The proposed model categorized the components into three levels: ten elements for the first level (performance management main components) and at the second and third levels, leadership consists of 3 dimensions and 14 sub-components, respectively: leadership traits (5 sub-components), leadership behaviors (5 sub-components), context in the form of leadership neutralizers and substitutes (4 sub-components). It is necessary to pay attention to these components in the Iranian public sector organizations PM model.

This article has aimed to propose the concept of "organizational resilience against corruption" as a new concept.Nuopponen and Nasi’s target oriented method of concept analysis was used to form concept of organizational resilience against corruption through abductive and synthetic methods by using existing concepts and insights. For this purpose, data base of Google scholar, Science direct, Web of science, SID.ir and Ensani.ir have been searched to retrieve the related literature. Literature search was limited from 2000, with the keywords of corruption and organizational resilience. Then results were filtered by the keywords of anti, fight, combat, curb, reduce, prevent, control, resistance and corruption. Finally, after reading the abstract of articles, 39 of them deemed relevant to our study and were reviewed.In this study, reducing corruption, anti-corruption, fighting/combating/curbing corruption, corruption prevention, corruption control and corruption resistance were identified as coordinate concepts of the organizational resilience against corruption. Anticipate, response, monitoring, legitimacy management, reintegration and learning were recognized as subordinate concepts of organizational resilience against corruption. Organizational resilience against corruption is a meta-capability of organizations and includes what the organizations should have and what should do before, during and after the corruption.A resilient organization is also aware of corrupted events, corrupting processes, and organizational culture supporting corruption.