فصلنامه مدیریت نظامی
پیاپی 88 (زمستان 1401)

This study aims to determine the model for technical and flight costs, and to ready the helicopters for a safe flight, in order to improve the operational capacity of military helicopters. This readiness is done by implementing the flight planning and technical maintenance based on three main components: availability, serviceability, and stability. In this descriptive-analytical study based on theoretical foundations, past experiences and studying the performance of several flight sites of a transport helicopter; parameters of cost determination based on the F.M.P model and math were calculated. Thus, to calculate the cost based on parameters such as: technical work time and periodical checks, the helicopter is non-operational and grounded for a certain period of time. In findings, 3-year performance of several flight sites of transport helicopters from the military and civilian organizations of the country were examined with the view of determining the cost, calculating one hour of flight, and comparing the status of logical profitability in a diagram along with analysis and providing solutions. With proper planning, cost management and accurate and correct credit estimation, it is possible to set up an active flight organization and update it every year to maintain and improve the power of helicopter operation. In addition, suitable motivation of specialized, technical and administrative staff improves the condition of the organization. This motivation along with economic profitability provides the possibility of generalization of similar companies,ultimately.

High level of resilience of human resources, as one of the most important capitals, in different working conditions can help the organizations to achieve their goals. Many studies have been conducted to improve the level of this variable in human resources, but in the meantime, less attention has been paid to the role and the effect of emotional and organizational intelligence according to job conditions, especially in military employees. This study aims to compare the effectiveness of the training program of organizational and emotional intelligence on the level of resilience in military employees. The research method was quasi-experimental with pretest-posttest design with follow-up. In this study, 90 employees of one of the armed forces units in February 2021 selected by available sampling method and randomly assigned to two experimental groups and one control group (30 people in organizational intelligence group, 30 people in emotional intelligence group, 30 people in control group). The organizational intelligence components training group and the emotional intelligence components training group participated in 11 and 10 sessions, respectively; while the control group was not subjected to any intervention. The research tool was Connor and Davidson's (2003) Organizational Resilience Questionnaire, which the employees of all three groups completed in three stages: pretest, posttest and follow-up. The data analyzed by analysis of variance with repeated measurements method. The findings showed that both training methods are significantly effective in resilience of employees. The highest level of effectiveness belongs to the emotional intelligence training program and the organizational intelligence training program with a coefficient of 0.821 and 0.749, respectively. The findings of the current research can be used in line with training interventions to increase resilience.

This study aims to propose an appropriate model of manager selection in border guard training centers of the I.R. of Iran police force. By open coding of Strauss and Kobin (1998) method, 6 main indicators and 39 components were extracted. In first step, they were sent to 15 managers and deputies of border guard training centers, and in second step, by Delphi technique, they were sent to 20 academic members of Islamic Azad University in the field of educational management. Finally, through SPSS software and Kendall's coefficient of agreement test the final agreement was measured. All the extracted indicators in Delphi technique section and Kendall's coefficient of agreement test were above 0.70%, which shows the level of agreement of experts in the indicators of educational managers' selection. Finally, organizational ability, leadership style, professional ability, personality traits, social -cultural dimension, and belief dimension were identified in order of priority. The results showed the order of priority of the identified dimensions and the components: religious, political, organizational culture, organizational atmosphere, effective communication, administrative/managerial, collaborative, transformational, distributional, interactive, emotional, educational, ethical, excellence, learning/teaching processes, professional growth, educational discourse, modeling, influential, motivational, sensitive, divergent thinking, strategic ability, analytical ability and normative ability dimensions.

This study aims to identify the challenges of succession for management officers and maritime commissioners who graduated from Imam Khomeini University of Maritime Sciences in 2022. In this qualitative study which is developmental-applied in terms of purpose, 20 commanders, and professors of the university in field of management and maritime commissioners as statistical population were included in the process of a semi-structured interview. The collected data were coded and analyzed by the grounded theory method and MAXQDA software. The results of the research were presented in form of a paradigmatic model based on theoretical theorems and concepts extracted from the succession literature. In this model, lack of serious attention to training, relative disregard to the principles of talent management, weak human resources planning (causal conditions); weakness in organizational knowledge management, weakness in individual characteristics of officers, insufficient attention to meritocracy (conditions of the central phenomenon); non-acceptance of the organization, negative results of succession, lack of career development approach and its evaluation (intervening conditions), lack of desire and motivation of management, desire to hold position among commanders and managers, lack of job mechanisms (prevailing conditions), belief of senior commanders, motivational incentives in the organization, perceived organizational support (strategies) were identified

This study aims to improve educational and training processes in Imam Ali Military University (IAMU), focusing on synergy, scientific-research interactions, and formulation and prioritization of effective strategies. In this applied- action research, 30 people were selected from among 150 experts, professors and commanders of IAMU according to the theoretical saturation of experts. Data collected through the semi-structured questionnaire, and analyzed and prioritized by SWOT and QSPM methods. Research results showed that the strategic position of the university is in the offensive area. After identifying the strategies and prioritizing them; through interviews with experts, practical strategies to reach the desired point were formulated and prioritized in five thematic groups: knowledge enhancement, interaction and cooperation with scientific societies, revision of internal laws, updating of equipment and resources, and creation of an educational and research work group. The results showed that the strategy of "holding short-term knowledge-enhancing courses in new sciences and knowledge" with an attractiveness score of 7.8511 has the first priority.

The alignment of knowledge and business strategies in the era of globalization, due to the ever-increasing amount of chaos, instability and increasing complexity of the global environment, is one of the most important challenges of the organization. Paying attention to the process of alignment is a very important step in successful implementation of strategies and achieving goals. This study aims to discover and build network and map of the themes of alignment of knowledge and business strategies based on the theory of activity domain in an Iranian organizational university. To this end, directed qualitative content analysis in 12 steps was used to answer the research questions. The results show that four capabilities (academic, physical, character and special) are needed to meet the strategic intellectual needs of the organizational university. By using 6 modalities of spatialization, temporalization, stabilization, mediation, contextualization and transition of a common understanding or communal meaning about the organization's knowledge resources and capabilities and strategic intellectual needs, operational alignment is created. It is concluded that the alignment of knowledge and business strategies in organizational universities can be operationalized on the basis of a common framework called activity domain. To achieve organizational goals, adopting a suitable approach for alignment is very important and can lead to success and achieving a sustainable competitive advantage for the organization.