نشریه توسعه سازمانی پلیس
سال نهم شماره 1 (پیاپی 40، بهار 1391)

Managers’ commitment to strategy is recognized as one of effective factors in strategy execution process. Commitment to strategy is distinct from strategy execution in strategy management process. In another word, commitment to strategy before strategy execution should exist so that the success is guaranteed. The intent of commitment to strategy is to provide perception, understanding and support of managers for strategic targets. The purpose of this research is to extract the most important factors that affect the managers’ commitment to strategy in organization based on literatures reviewed and the introduction of a model thereof. The nature of this research is casual because it is searching the factors affecting the commitment of managers to strategy. The library method is used to collect information. The results of research indicate that among factors affecting the commitment of managers to strategy, five factors have received the most attention and stress which have been analyzed in this research. Finally based on the study carried out, a model was introduced to specify the factors which have affected the execution of strategy in strategic management process. Understanding these factors can help organizations in creation of commitment to strategy, successful execution of strategies and management of strategy in practice.

Today operational budgeting which is used widely at different levels is considered as a basis for improvement of efficiency, effectiveness and productivity of governmental organizations. This method of budgeting is also an appropriate basis for total system of measurement and performance appraisal in organization strategic planning framework. It can also show that how credits expensed have affected the planning performance and how this performance has affected the final optimal results. In this research the execution process of operational budgeting system in traffic police of disciplinary forces was studied. The purpose of this research is to achieve the execution stages of operational budgeting system in traffic police. In this research the design of operational budgeting system execution process in traffic police from target basis perspective is considered. This is an applied research which deals with the execution problems and issues of the system. Furthermore this descriptive research is analytical from nature and method perspective. The method of budgeting used in this research is activity based budgeting. For collection of necessary information the methods of interview, questionnaire and library are used. Finally the operational budgeting conceptual model and the execution stages recognized and presented.

The purpose of this article is to define the basis and theoretical dimensions of strategic control. Strategic control is assumed to be the dominant approach in any organization that follows strategic planning from formulation to execution. Strategic control through holistic supervision and in all stage of practice acted as means for success. Realization of Strategic control in any organization means the maxima prevention of crisis occurring based on maxim of prevention is better than treatment. Also quick emendation of aberrations and reminding managers and planners to different dimensions are issues that planned for in strategic control. The main characteristic of strategic control is the holistic and comprehensive outlook it created in the controlled environment. Based on this thinking, in this article the strategic control approach as the organizations main approach was studied and strategic control models were analyzed. The research method was based on theoretical and qualitative approach and the issue was studied multi dimensionally. The results indicated that strategic control as the dominant approach leads to management and organizational system health of any entity interested in any issue. First prevention of crises occurring and creation of internal weakness and threat in external environment; second quickly encounter with created aberration and create opportunity out of any threats. Furthermore the selection of proper model of strategic control is the use of combined approach out of current analytical models.

Organizations dependency to knowledge is to the extent that the nomination of this period to knowledge age is not surprising. Knowledge management can be called a complicated method for management of knowledge and knowledge assets. Disciplinary force for provision of public security and order should give priority to use knowledge personnel because in current age the realization of targets and police missions without reliance on knowledge is not possible. Therefore police usage of knowledge and its proper application can play an important role in targets realization and performance optimalization. This article is carried out with the aim of measuring knowledge management constituents’ status which involves creation, maintenance, share and application of knowledge in police. This research is metric and in analysis of data single sample T tests and freedman analysis test have been used. Therefore the necessary information is collected from 110 questionnaires which 110 staff commanders and experts from all over the country have filled out. The results of research indicate that the creation and knowledge maintenance constituents in police are higher than average.

Human resource section strategies specify the human factor general direction in order to achieve organization goals; to the extent that the usage of human resource different strategies can dramatically increase or decrease the possibility of organization general goals achievement. Therefore the attempts of organizations to achieve their main and primary goals are in line with organization general strategy and achievement of a sort of competitive advantage thereof remind managers to a new emerging concept of strategy appropriateness; based on this concept organization achievement and success in movement to organization general strategy execution are situated on dependency on creation of a sort of appropriateness and coordination between human resource strategy and organization main strategy in one hand and the need for existence of total integrity and coordination between strategies and human resource section different policies on the other hand. Present research with the aim of defining how to create coordination between organization strategy with human resource strategies in addition to taking a documentary and descriptive approach, has embarked on recognition of human resource main strategies in four main strategies (commitment, paternal, contractor and secondary). after definition of strategy appropriateness and its possible obstacles have been studied, the appropriateness and fitness of four strategies to each of organization strategies is explained.

Social crises (strike and protesting demonstrations and etc…) are one of the manifestations of crises and crises managers have exploited effective tools and approaches to maintain order and public security. In such situations, police and disciplinary forces have been present as the main entity to maintain order and restore order and security to society and control the crises. Obscurities regarding strikes and protesting demonstrations are concerned with the sort of encounter and conflict that police should take in community oriented approaches with protestors and strikers to the extent that many have taken this as the weak point of community policing. Therefore in this article a three stage model is introduced to formulate a model of community policing to manage Social crises (strike and protesting demonstrations) as follow:1-stage prevention of crises occurring2-stage of control and management of crises through peaceful methods3-stage of crises control through forceful methods

Facing such a fast-changing environment, an organization should be more market-driven and learning oriented. It is believed that a learning organization (LO) is apt to develop and maintain its own competitiveness rather than that without learning ability. Even though many studies have been addressing the importance of LO and the plausible relationship with competitiveness, the incoming impacts of knowledge have force them to focus attentions on knowledge-intensive industry (KII). Managing change is the high priority for continuing education institutes (CEIs), one of KII in Taiwan, coping simultaneously with diversified market needs and limited resources. Prior literatures, however, concerned with strategy- performance relationship have been oversimplified the contextual effects. Therefore, this study decides to develop a conceptual framework with an adaptation of Prajogo and Sohal’s model to describe the missing linkage in context of environment-strategy-performance (ESP). To serve as benchmarking, we further introduce an integrated model named ‘the Learning Organization Pyramid’ (LOP) for facilitating a good understanding of LO and CE system. This study finally concludes that a LO would be the best solution for KII to bridge the gap in terms of system planning.