فصلنامه فرایند مدیریت و توسعه
سال شانزدهم شماره 2 (پیاپی 57، تابستان و پاییز 1381)

Mapping out key elements that foster good governance is a paramount task. Management training is one such key element. The compelling question, however, is "how could a management training model be devised that would propel the organizations toward good governance?" In response to this question, Iran has formulated an educational model that meets the demands of informationera public sector managers. The present article focuses on the use of the good governance approach in Iran's public sector management training programs. The resulting management training approach has been conceptualized with the following 1. improving the manager's personal skills 2. boosting public sector performance 3. meeting the good governance goals After a review of past research and Iran's present management training system, the conceptual model was rendered into a core educational program involving three rudimentary phases: preparation, regeneration, and transition.

The giant global production and service organization's recent interest in new management tools proves these tool's contribution to the success of any organization. Benchmarking serves as an important tool in Total Quality Management (TQM), given its multifaceted functions. This article presents an example of benchmarking in an auto parts industry in a bid to evaluate how this approach's corrective measures boost performance and productivity in an organization.

The present article briefly outlines the basics of the project to respect the people and satisfy the clients. It then sets out to discuss the legal and ethical grounds for respecting and satisfying the people by drawing on the Coustitution, the Third Development Plan Law, the meaning and implication of respect, sublime human values, and citizenry, as well as the theory of public service, and the Universal Declaration of Human Rights. At the close, the article reviews the "project to foster reverence in the high administrative council" from a legal and ethical vantage point. Though the "reverence project" offers the administrative system valuable insight to enhance client satisfaction, such satisfaction is essentially rooted in the general attitude to ward respect for citizenry and Human rights. This attitude can be positively institutionalized by providing the public and the manages with general and specialized human rights training.

This article primarily discusses value management and key terms in the field. It then proceeds to outline the objectives, processes, and phases of value management in production and industrial units and organizations. Firmly holding that the private sector's prevalent techniques and approaches can be carried over to the public sector, the article discusses how this can be achieved.

While quality has been widely accepted as essential in today's global competition, limited work has been conducted on the management processes that lead to it. This paper addresses the control processes in quality assurance and total quality management. The generic management control process is first presented and its deficiencies are highlighted. The paper then proposes control processes for quality assurance and total quality management. Finally, the two processes are compared.

The present study is conducted in tanderm with objectives set out in Iran's Third Development Plan and follows up on studies by such researchers as Chandler (1962,Strategy and Structure), David (1999, Strategy and Environment), Deghat (1998, Strategy and Efficient Management), Robins (1990, Organization Success) and others, all of whom have worked on concepts such as efficiency, strategy, management styles, and their interactions to promote productivity in the organizations. The article briefly presents the hypotheses and discusses data collection, collation, description, and statistical analysis that contribute to the research findings. The article, moreover, highlights the expert's views on strategy, efficiency, management models, and leadership. Data collected from forty state-owned companies in the Islamic Republic of Iran, whose budget constitutes ninety percent of the total budget of all such companies, is analyzed using median, mean, percentile, frequency distribution, and bar graphs. Statistical models, factor variance analysis, multivariable regression model, and linear logarithm model have been used to analyze the relationship among the study's three variables in sample companies. The most important research finding is that strategy affects organizational efficiency under any and all conditions, with its impact far outpacing the effect management style or other factors could have. In the research population, development strategy was more effective than other strategies, while duty-based management was more effective than relationship-based management in promoting the employee's objectives and job satisfaction.