موانع شناسی رفتاری در پیاده سازی طرح های تحولی (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
موانع متعددی برای پیاده سازی طرح های تحولی وجود دارد. مهم ترین آن ها موانع رفتاری در سازمان ها است. بررسی موانع بیشتر قائم به فرایند، تهیه و تدوین، ابعاد فنی و توجیهی طرح های تحولی محوریت اصلی بوده امّا مراحل اجرا و پیاده سازی این طرح ها نادیده گرفته شده است. به همین منظور، هدف پژوهش شناخت موانع رفتاری مرحله پیاده سازی طرح های تحولی در بانک شهر است. پژوهش از نظر هدف توسعه ای و از نظر نوع روش توصیفی- اکتشافی است. راهبرد پژوهش نظریه داده بنیاد مبتنی بر رهیافت ظاهرشونده گلیزر است. مشارکت کنندگان در پژوهش، شامل مدیران ارشد و اعضای هیأت مدیره، مجریان و کارشناسان خبره بانک شهر است که با منطق اشباع نظری با 13 نفر مصاحبه نیمه ساختاریافته انجام شد. شیوه تحلیل داده ها کدگذاری باز، انتخابی و نظری بوده است. یافته های پژوهش بیان می کند که موانع رفتاری پیاده سازی طرح های تحولی در بانک شهر در سه دسته کلی موانع قبل برنامه ریزی، موانع حین برنامه ریزی و موانع زمان پیاده سازی برنامه ریزی قرار می گیرند که هر یک از مقولات، مفاهیم و کدهای مشخصی تشکیل شده اند. در پیاده سازی طرح های تحولی موانع شناسایی شده باید به دقت درنظر گرفته شوند.Identification of behavioral Barriers in implementing evolutionary projects
IntroductionThe discussion of "feasibility" of strategic transformational plans is one of the major challenges facing managers in the field of organizations in the current changing era. A problem that usually goes back to the implementation of transformation plans. Correct formulation of strategic plans is considered a heavy duty of the management team, but its implementation in the organization is much more difficult. There are many obstacles in the way of implementing strategic transformation plans, and behavioral obstacles are considered to be one of the most important obstacles in the implementation of plans in the organization. The existence of behavioral obstacles in employees is not an issue that can be easily ignored in the implementation of strategic transformation plans, but this issue is often neglected or less addressed, because mostly in this process, the preparation and compilation of technical and justification dimensions. Transformational plans are the main focus and the stages of implementation and implementation as well as evaluation of these plans have been ignored. For this purpose, the aim of the current research is to provide a model for identifying behavioral barriers in the implementation of transformation plans in Shahr Bank.Methodology The current research was from the perspective of the main applied-developmental orientation, from the perspective of exploratory nature, and from the perspective of qualitative and questioning approach. The participants in the research include senior managers and members of the board of directors, managers (heads of departments and regions) and expert experts of Bank Shahr who were related to transformation plans in various roles, and by using targeted sampling and reaching the theoretical saturation point, there were 13 people from They were selected as samples. Theoretical saturation logic was used to determine the sample size at this stage. To check the reliability of the interview from the reliability of the two coders and to check the internal validity of the interview questions, a pre-test was done with three interviews, which led to literary and writing editing and adding two questions to the interview questions. Foundation data theory with Glazer's emergent approach was used as the analysis method. In the foundational data theory with Glaser's emergent approach, there are two stages of coding, which are respectively: real coding (open coding and selective coding) and theoretical coding.Results and Discussion The findings of this research state that the behavioral barriers to the implementation of transformation plans in Shahr Bank fall into three general categories: barriers before planning, barriers during planning, and barriers during implementation, each of which consists of specific categories, concepts, and codes. Pre-planning obstacles include factors: individual characteristics, thoughts, beliefs and mental beliefs, lack of attention to feasibility studies for the implementation of a transformational plan; Obstacles during planning include factors: structural, process and content weaknesses, human resource system weaknesses and communication weaknesses; Obstacles at the time of implementation include factors: cultural inefficiency, relative instability, lack of meritocracy system, lack of leadership skills, lack of management skills, inability of employees, lack of learning and transfer of knowledge in the bank and lack of flexibility of transformational plans. Conclusion Before implementing transformational plans, managers and officials need to create the necessary background for implementing transformational plans, and without proper planning and conditions, the plan's implementation will fail. Many of the platforms necessary for the implementation of transformation plans are not available in Shahr Bank. The existing infrastructures have not been updated along with the change of approach from traditional to strategic. The statistics and information system does not have sufficient coherence, and there is no possibility of timely access to the required information in many cases. Behavioral obstacles during planning are the obstacles that affect how the plan will be implemented in the future during the planning stage. All these activities form the content of transformational plans, the result and output of which are documents that are used as a practical guide for implementation at the bank level after approval in the form of a set of processes. It is necessary to comply with some requirements in preparing development plans and producing the content of these plans. Requirements that if any of them are not met, the implementation of the plan will face many challenges. The implementation phase is the most important phase of planning and implementing transformation plans. Because success in achieving the goals of the plan is not possible except in the shadow of the correct implementation of the plan. A transformational plan needs legal and comprehensive rules in which the rules are specific and transparent so that there is no conflict between different levels from planning to implementation and it has an integrated structure. The culture of resistance to change, the culture of subjugation, the governance of the branch-avoidance culture, etc. are some of the things that will become obstacles to the proper implementation of transformational plans in Shahr Bank. The lack of meritocracy and recommendation assignments is one of the most important obstacles to the implementation of transformational plans. Successive changes of leaders and managers and short-term service periods lead to a feeling of lack of commitment to implement a transformational plan. If managers and employees have a correct understanding of strategic planning and transformation plans; They will have less resistance to the implementation of the plan. The new officials deny the previous activities and in some cases defy the existing plans. Planning and implementation of the plan must have continuous and proper communication. In the implementation of transformational plans, the obstacles identified in the three mentioned stages must be carefully considered.
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