فصلنامه مدیریت اسلامی
سال سی و دوم شماره 4 (زمستان 1403)

Strategic control and monitoring is one of the main tasks of strategic management, which follows the realization of formulated directions, goals and strategies. The importance of strategic control and monitoring increases with the increase in the dynamism and complexity of the external and internal environment. During the time of Amir al-Mu'minin Ali (a.s.) trustworthy, expert and reliable persons were appointed for various tasks and they were asked to be present and supervisors and trustees and liaisons and eyes of the government in various parts of social relations and to report various issues to the government and or people to transfer and be a bridge between community officials and people. This qualitative study, the method of collecting information and its data was documentary and library, with the aim of finding and describing the types of strategic monitoring and control in Islamic management, with an emphasis on the book Nahj al-Balagha, and was carried out using the content analysis method. Qualitatively, with an inductive approach and fish-taking technique, he has explained the importance of strategic control and monitoring and presented general concepts and different parts of this field. In this study, about 1696 themes were extracted, monitored, summarized and classified from the book Nahj al-Balagha, and finally 14 key concepts were obtained and presented in the form of a model. The establishment of an Islamic society that wants to be based on Islamic principles and values and in order to achieve Islamic goals requires control systems that are in harmony with these values and goals

Since there is a possibility of damage to the cultural sphere during organizational activities, it is necessary for organizations to adopt a set of preventive-careful, participatory-supportive and compensatory measures in order to be culturally responsible. The present study, which is a mixed and applied data-based research, seeks to design the Mostazafan Foundation's cultural responsibility model and its validation. This model was organized by categorizing data obtained from semi-structured interviews and using the Strauss and Corbin paradigm model. The validity of the model was measured by surveying the statistical sample through a questionnaire, and confirmatory factor analysis was used to analyze and model structural equations with the help of SPSS and Amos software. Based on the research findings, derived from documentary analysis and expert opinions, the aforementioned responsibility includes four components: organizational culture, business and service ethics, citizenship culture, and cultural attachment. The amount of factor loading in the relationships between independent and dependent variables indicates the validity of the model. This model, taking into account internal and external organizational dimensions, predicts positive outcomes such as strengthening the social capital of the Islamic Foundation and Revolution, improving the cultural indicators of society, and organizational productivity. The general use of the resulting model by public and private organizations will be a step forward for the realization of cultural management in organizations.

Realizing an Islamic government is one of the necessities facing the Islamic Republic system in the second phase of the revolution. This research aims to explain the main assumptions and social and political foundations of the Islamic Public Administration (IPA) Paradigm. Using the scoping review method, 95 works with a paradigmatic view of public administration were examined, and eight main paradigms were identified. Then, through a meta-synthesis study, the paradigm-forming dimensions and components of public administration were designed in the form of three main dimensions, nine sub-dimensions, and 19 components. Subsequently, through deductive (modified) thematic analysis of the works of Imam Khamenei (may Allah protect him), the main assumptions and social and political foundations of the Islamic Public Administration (IPA) Paradigm were extracted and compared with conventional Anglo-American paradigms. The results show that this paradigm is based on monotheism in worldview, holistic approach in epistemology, human responsibility in anthropology, and revelatory rationality. Additionally, the formation of a monotheistic society as opposed to an ignorant society, the theory of right and wrong, the theory of guardianship, and the system of religious democracy (Islamic Republic) were identified as the social and political foundations of this paradigm. This research, by providing a theoretical framework for the Islamic Public (IPA) Administration Paradigm, paves the way for further studies in this field.

The topic of leadership is always one of the key topics in the field of management science, which has received the attention of many management science thinkers in recent years. Most of these researches are based on the study of leadership models and successful leaders of the world. It is very necessary to study the heavenly leaders whose actions and statements are flawless and can be used as role models. In Islam, the Holy Prophet (PBUH) and the infallible imams (peace be upon them) are considered as leadership models that need to be studied. In this article, an attempt was made to examine the dimensions and components of Islamic leadership by studying the selected statements of Imam Hussain (peace be upon him). The method of this research is qualitative and the analysis of textual data was done with thematic analysis method. The research findings are presented in three broad categories, leadership, leadership conditions and followers. The leadership category deals with the principles of leadership and the conditions of leadership, the platforms of leadership and followers, and the fields of followership. The results of the research show that the principles of Islamic leadership are: comprehensive leadership, leadership based on audience knowledge, flexibility and creativity in methods, inspiration through slogans, use of non-verbal tools, combination of reasoning and emotion, leadership in crisis, enlightenment and insight-building, ultimatum, leadership with The centrality of the heart and emotions, moral leadership in war, perseverance in the path of principles. The conditions of leadership include benevolence, hard work, follow-up, hope, reminder, and observation of pure moments. In the dimension of followers, we can also mention these things: emotional-educational platform, cooperative platform, motivating platform, need platform, social platform.

Managers have an important position, for this reason, they should have both good qualities and avoid bad qualities. Imam Ali (AS) in the leadership position of the Islamic society, paid attention to good and bad moral-professional characteristics for managers. Therefore, the aim of the research is to collect the negative characteristics of managers from the perspective of Imam Ali (AS), by examining the book Nahj al-Balagha, and using the traditional content analysis method.In this method, first, the codes extracted from Nahj al-Balagha, which were related to each other, formed sub-themes. After that, the sub-themes were categorized based on the principle of similarity and formed the main themes.The sub-themes of individual moral vices include "fear, greed, gluttony, considering haram as halal, lust, ignorance, contamination with sin, worldliness, dissatisfaction, family infamy". Interpersonal moral vices, topics such as "hypocrisy, miserliness, lack of secrecy, love for praise, arrogance and self-conceit, trickery and deception, breach of contract, following the misguided, neglecting the poor, hanging out with problematic capitalists, misbehaving with It includes people, humiliation of people, disregard for people, oppression and injustice. Professional faults and defects include such things as: "weakness and inefficiency, bribery, embezzlement, betrayal of superiors, bad work history, nepotism, acting out of time, laziness and lack of effort, hiding oneself, not consulting and asking for favors for "Self".

For the past few years, there has been a growing interest in the Western research communities finding an alternative to the common theory of organization and management. Nowadays a significant group of researchers in Western countries maintain that the theory of organization and management as well as Capitalism as its intellectual base appear inefficient in tackling society's problems. The contention has gathered momentum largely following the 2008 economic crisis. The present research aims to categorize and analyze these critical views. It may help set the ground for presenting the view of Islam concerning the realm of management. The argument was that once we realize that the very researchers of the West have grown critical of the common theory of organization and management, we would be more persuaded to embrace alternative views including Islam’s. The methodology was library research. The views were analyzed and studied at three levels: a macro level, a meso level, and a micro level. At a macro level, the critics have aimed at Capitalism as the intellectual base of the common theory of organization and management by censuring such basic notions as labor, exchange, consumption, and resources. At a meso level, they have blamed the mechanism of common organization and the common theory of management for the current economic woes worldwide. And, finally, at a micro level, the common approach to individuals within the organization has become the point of criticism.