فصلنامه مدیریت نظامی
پیاپی 87 (پاییز 1401)

This research aims to investigate the studies conducted in order to identify the dimensions and components of the systematic model of education in universities of the I.R. of Iran armed forces. In this qualitative (meta-synthesis) study, 87 sources related to the field of education during 2003 to 2021 were selected based on abstract; then 31 sources were selected based on the content, and finally 24 sources were examined as completely related sources in a meta-synthesis method. Based on the coding and combination of articles, the systematic model of military universities’ education was classified into 3 dimensions, 8 components and 24 indicators. the first dimension is “education inputs” with 5 components: characteristic of learners (skill, knowledge and attitude characteristics), characteristic of professors (teaching skills, strategic knowledge and value attitude), need analysis (organization analysis, job analysis, individual analysis, environment analysis, need determination), educational goals (cognitive goals, ideal emotional goals, functional goals), curriculum (general, specialized, knowledge and insight) the second dimension is “educational process” with 2 components: implementation process (learning-teaching process, implementation method, implementation requirements), evaluation (learner, teacher) and the third dimension is competence with the components of ability and capability. The validity of the model was confirmed based on the opinion of the 5-person focal group of experts in the field of education and the reliability was also confirmed using the Kappa calculation formula (0.864).

This study aims to design a model of crisis management improvement with emphasis on the role of social media among the personnel of the armed forces. In this qualitative (based on thematic analysis method) research, 17 people were selected from among both academic and practical experts in the field of media and crisis management. According to the findings, directing public opinion; monitoring the environment; education; informing and creating public solidarity are the five main functions of social media in crisis management. Findings reveal that social media can play a significant role in the country's crisis management; therefore, it is recommended to the officials of the Armed Forces to predict the crisis in time, prevent it and prepare to deal with it based on the presented model.

This study aims to compare the effectiveness of teaching social-emotional skills and psychological resilience on psychological well-being and anger control of Imam Ali Military university (IAMU) Cadets. In this experimental research, the statistical population was the freshmen of university. The statistical sample included 21 people for each of the experimental groups and 20 people for the control group, who were randomly selected and assigned in the experimental and control groups. Trainings on social-emotional skills and psychological resilience were given to the experimental groups, but no training was given to the control group. Data collected through Riff's psychological well-being questionnaire (84-question) and Spielberger's anger control questionnaire (57-question). Data were analyzed using multivariate analysis of covariance. The results indicated that both “social-emotional skills training” and “psychological resilience skill training” promoted psychological well-being and improved anger control among cadets and no significant difference was observed between the interventions except for two components. In the three-month follow-up, the results were almost repeated; Therefore, it is concluded that these interventions can be used to promote psychological well-being and improve anger control.

Organizational culture is a set of common principles, criteria, beliefs and values of an organization that guides the behavior of its members and plays an important role to achieve the organization’s goals. Because of the important mission of military organizations in maintaining territorial integrity and establishing order and security, these organizations have a more important role and position in a country. The organizational culture of the Armed Forces in different countries of the world consists of two types of universal standards, beliefs, values; as well as, national and local principles and indicators that are rooted in national, territorial and local values. This study aims to examine and explain the most important concepts, indicators and strategies of "organizational culture and behavior of I.R. of Iran Armed Forces " from the perspective of the Imam Khomeini and his book (sahife). Text of the Imam’s book during the Holy Defense period has been examined and analyzed by combined content analysis (qualitative and quantitative) method with two approaches of deduction and induction. Findings reveal that among the seven concepts and indicators of the organizational culture and behavior of the Armed Forces, three concepts of "coordination, cohesion and avoiding division" with 34 frequencies, "unity of command and military hierarchy" with 27 frequencies and "keeping order, discipline and obedience" with 21 frequencies, are ranked, respectively. Also, the seven desired concepts can be proposed in form of three categories: "God-centered", "organization-centered" and "people-centered". Finally, Imam had in mind two specific strategies in organizational culture and behavior of the Armed Forces: "special indicators of the I.R. of Iran Armed Forces" and "common indicators of the Armed Forces of other countries of the world". Criteria and concepts such as "belief in the supreme will of God" and "right and duty relationship between commanders and subordinate forces" have important role in Imam’s specific strategies.

Foreign language teaching is a main part of the educational system in all countries around the world, especially in the era of communication. There is no doubt that English is a lingua franca in the global village. Because of understanding the role and importance of foreign languages in field of defense and military cooperation with other countries of the world, this study investigates the status of English language teaching (ELT) in Iranian military universities. To this end, 12 senior commanders of the Iranian Armed Forces holding master's or doctoral degrees familiar with educational issues, missions, possibilities, limitations, barriers and the existing and future challenges in military universities participated in a semi-structured interview and responded to questions about the status, role, importance, and necessity of teaching English in the Iranian military universities and the measures should be taken by senior commanders regarding the improvement and development of English language teaching and promoting its quality in these universities. Analysis of qualitative data based on "content thematic analysis" indicated that the status of language teaching program in the Iranian military universities is relatively successful in some aspects but they are still far from the desired situation and requires reviewing and providing a set of conditions. Six categories as English Language for Professional Communication, English as an International Language in Military Contexts, English as a Military Lingua Franca, Military Cross-cultural Competence, English Language Training Policy in Military, and English Language Education Quality in Military were extracted from the interviews and discussed and investigated.

Nowadays, military organizations are facing more and more diverse environmental changes, and the appropriate response to these changes is the basis of their authority and dynamism in the military arena. According to intelligentsia in political entrepreneurship management and political self-efficacy, political perception is the appropriate response to these changes, therefore, military organizations should make changes in their policies in accordance with environmental threats so that they do not lose their dynamism and become successful in their field. Unfortunately, no experimental research was found that examines the necessity of organizational transformations in the military environment, and study the impact of political entrepreneurship variables, political self-efficacy, political perceptions, and organizational changes. Therefore, this study aims to research the effect of entrepreneurship and political self-efficacy as a measure for organizational transformations with mediating role of political perceptions of military commanders of Nojeh Base in Hamedan. The statistical population included all the Air Force commanders of, and a sample of 220 people was selected. Four standard questionnaires included the political entrepreneurship questionnaire of Caparara et al. (2009), the political perceptions of employees Kacmar and Carlos (1997), the political self-efficacy belief of Brom et al. (2020), organizational change and transformation of Mill (2003) were conducted among 220 commanders of the Nojeh Base selected based on a simple random sampling. The content validity was confirmed by the experts and the reliability of the tools was reported as 0.90 for political perceptions, 86.0 for political self-efficacy, 0.86 for political entrepreneurship, and 0.80 for organizational transformations. Data analyzed descriptively and inferentially. The results indicate that entrepreneurship and political self-efficacy beliefs have a direct effect on organizational transformations and an indirect effect on organizational transformations, through political perception.