فصلنامه فرایند مدیریت و توسعه
سال بیستم شماره 3 (پیاپی 66، بهار و تابستان 1385)

Given the rising importance of information and its role in executive decision making, use of an "effective and efficient" information technology will be weightier than before. In the near future, no organization can deal with the changing, or competitive, environment or sustain in the absence of an information system that provides "effective and efficient" strategic information. Experience proves that heedlessness for this demand generally creates new problems as information systems take over, ultimately leading to failure ro reach the set goals and arrive at productivity, despite increased investment in infordespite increased investment in information systems. This issue has, in the past years, resulted in discussions on topics such as productivity pardox. The present tiveness of information systems at the Shahid shakeri Industrial Group. Research findinges indicate that a higher than average information system is effective and provides relative user satisfaction.

Four hypotheses can be presented to study the efficiency of executives of State Management and Planning Organization (SMPO) and its subsidiaries and to determine whether an appropriate efficiency model exists or not: How efficient are the executives of SMPO and its subsidiaries? Is efficiency linked to years in service? A manual 121-item questionnaire with face validity was administered to a test group of 217 subjects out of the total group of 217 subjects out of the total 500 research subjects who included directors general, executives, deputy managers, department chairpersons, and acting directors. The data was then collected and analyzed. To answer the first research hypothesis, the T Model was used. Results showed that average executive's efficiency is high in the test group. The chi square test was used for hypotheses 2 through 4 to determine the relationship between efficiency and gender, education, and years in service, yielding the results that there was no meaningful relationship between these factors. Secondary findinges also showed no meaningful relationship between age and efficiency. But there is a relationship between the executive's positions and efficiency.

Surveying the awareness, outlook, and behavior of people who used electricity in metropolitan Tehran, as a characteristic of Tehran's Regional Electric Company and affiliated distribution centers, served as the first step to devise the strategic issue of Iran's electricity usage. The present article reviews the current consumption pattern of household electricity usage in Tehran with recourse to the systemic approach to electricity usage management. As such, five hypotheses will be considered to study awareness, outlook, and behavior.9,559 household users were ran domly selected for this study. As the research is developmental and uses the descriptive correlation approach, a 117 item nine part questionnaire was administered. The data was then placed in two dimensional and multidimensional charts and analyzed. The research findings and ensuing suggestions promote structuralism and continued energy- especially electricity- consumption management.

The rise of information technology, communications, and virtual and electronic companies has given way to the idea of creating an electronic government, a product of technology and information technology management. E Government will lead to immense changes in efficiency and effectiveness of state run systems and public services. It will, moreover, bring about extensive popular satisfaction. This article studies challenges and hurdles along the way of promoting e government, as well as factors conducive to e government. After determining and classifying the prerequisites of e government into the human, technological, economic, and organizational dimensions, as perceived by technology experts who are mostly executives and managers at state owned and private organizations, 350 samples were taken. Research findings indicate that conditions are not rife in the society for egovernment and that more effort should be geared toward establishing the needed preconditions.

While reviewing the history and importance of traning state executives and employees, this article surveys the old and new on- the- job training for the said groups. The study primarily reviews the objectives and plans of each approach. Then the pitfalls of the first approach are enumerated, as studied by the State Management and Planning Organization's research team. The two approaches are compared using Stak's Facial Profile Evaluation Model (Saif, 1996, p.81). The study proves that each approach follows some strategic planning of the former State Management Training Center (SMTC) (including first step, creating the culture; step two, focus on expertise; step three, making state management and government employee traning indigenous). The old approach was designed and implemented by reliance on creating the training culture for the executives, while the new approach relies heavily on meeting the needs of the organizations, and thus stressing specialty. The study concludes that the new approach, as with its predecessors; has its pitfalls and requires an in-depth probe, and that the presence of the new approach does not mean that the old approach is rejected. The paper concludes with suggestions for evaluating and comparing the effectiveness of both approaches, conducting an in-depthprobe on the new approach and comparing it with its predecessor, reorganizing the organization for designing, Planning, and implementing training programs, and focusing on the third step of the strategic plan, namely creating structural and contextual indigenization of executive and employee training.