فصلنامه فرایند مدیریت و توسعه
سال بیست و یکم شماره 1 (پیاپی 67، بهار 1387)

Cities are the center of technological-based evolutions and they play a fundamental role in economic performances. Moreover, cities are the pivotal points of social and cultural affairs and the hub of political conflicts (It could be both war and peace). Also, they have a determinative share in the economic growth and development of societies. The future development of the developing countries is concentrated in the cities. Since Tehran is the capital city of Iran that has approximately 20 percent of the countries total population and its evolutions directly and largely impacts the rest of the country. Therefore, it should be taken its development into further consideration. In this study, the well-known indicators that are used in the evaluation of urban development have been introduced and through such indicators, the main urban development indicators have been examined in Tehran from 1996 to 2002 and the strength and weakness of such development has been identified.

During the development of plans, executive approaches are generally not taken into consideration. That is to say, normally implementation methods and executive schemes lie within each of the plans. For the preparation of the plan's executive schemes, it is necessary to make use of the work structure of each plan. In this study, through presentation of a task regulation model, the arrangement and regulation of tasks in the National Oil Company (located in the south) will be examined. This study is of post-event descriptive nature. It includes 4 questions and two descriptive and comparative hypotheses, through which the awareness and observance of disciplines will be assessed among 221 managers and staffs (with high school certificate and higher degrees) of Aghajari National Oil Company. The results show that there is a significant difference between managers and staff's views regarding tasks regulation. None of the participants were able to obtain over 90% for the task regulation element which is an evidence for longer durations, slow progress and incompleteness of the plan's implementation process.

The present study which is titled as "Determining the insights of the Physical Education Organization's managers" attempts to examine the insights of the managers (as the most important human resource of an organization) and its role in the qualitative and quantitative improvement of their own and their employee's performance and efficiency. The aim of this study is to first recognize the personality features of the above-mentioned managers and then to improve the performance of these managers and their staff. In this study, insight has been regarded as a general concept and as one of the personality features of all individuals. It shows that their views and understandings of their surrounding environment and their ability to see and percept the internal nature of objects. In this regard, the following research questions have been designed: what is the extent of the physical education manager's insight? Is there a relationship between the manager's insight and their organizational position? Is there a relationship between manager's insight and their work experience? Is there a relationship between manager's insight and their age? Is there a relationship between manager's insight and their education? From among 100 managers of the above-mentioned organization, 80 were selected as the sample group through the Morgan table and the pile-up method, out of which only 74 participants showed interest in responding to the questionnaires. The personality questionnaire with 40 four-option questions which had been designed by the Insight Learning Foundation and translated by Hooman has been used as the research instrument. This questionnaire examines the overall insight of the individuals which, in turn, leads to the classification of different personality features. A single-sample T-test was used to answer the first question. The results revealed that the average insight of the sample group has been 115 to 123.5 with over 99% certainty, where this states that their insight is at a high level. This means that this group had a high ability in percepting the internal nature of their surrounding working and living phenomena. The K square test and correlation coefficient were used to find answers to questions 2 to 5. The results of the calculations show that there is no significant relationship between organizational position, work experience, age and level of education and manager's insight level.

The new approaches and viewpoints consider human force as human and intellectual capitals. Changes in viewpoints and focus on humans as capitals and possessions of organizations require greater consideration on the development and flourishing of such capitals. In order to have an effective use of this capital, it is necessary to benefit from development-based measures including details of human resources development strategies. Formulation of Institute's human resources strategic pivots could lead to the establishment of a robust framework for the development of its educational and research programs. Through examining relevant texts and interviewing the experts, the researchers of this study have identified the environmental strengths, weaknesses and opportunities of the Institute and used the SWOT analysis model to formulate its strategic pivots. The SWOT analysis model has been presented by David for formulation of organizational strategies. Through this model, four types of strategies are identified: offensive, defensive, conservative and competitive. The field study has revealed that the current effective strategies for Institute are of conservative nature. This strategy points to the fact that for the development and flourishing of the human resources, the Institute should maintain its personnel decency and have greater involvement in the fields of education and research. The development of research and education services and products in public sector should be the basis of maintaining and developing the human resources system.

The present study attempts to anticipate organizational commitment based on personnel's beliefs in the organizational environment. The statistical society of this study embraces 3957 personnel from 51 headquarter units of Jihad and Agriculture Ministry. Through the use of Morgan table and the simple random method, 350 participants were selected as the sample group. For data collection, two questionnaires (one with 35 questions on organizational environment and the other with 102 questions on the organizational commitment) were designed based on a Lickert scale four-option response structure. The reliability of the instruments was calculated through nominal reliability. The reliabilities of the questionnaires which were calculated through Cronbach Alpha were respectively 0.807 and 0.927. The organizational environment and the organizational commitment variables were regarded as integrated and absolute. In order to answer the question "how could the personnel's organizational commitment be anticipated through organizational environment?" the simultaneous multi-variable regression model was used. The findings reveal that 46.7% of organizational commitment variance is anticipated through the organizational environment variable.