داوود کیاکجوری

INTRODUCTION The phenomenon of organizational insentience has been one of the main challenges in recent years and refers to a situation in which the employees of an organization have become indifferent to their organizational environment. The current research was conducted to investigate the causes and contexts of the formation of organizational insentience in the Red Crescent Society of Tehran province, Iran. METHODS: This applied study was conducted based on the descriptive-correlation method of data collection. The statistical population of this research included all the managers of Red Crescent Society in Tehran province in 2021. The samples (n=90) were selected using Cochran's statistical formula and stratified random sampling. The required data were collected using a researcher made organizational insentience questionnaire. The validity and reliability of the questionnaire were checked and confirmed. The collected data were analyzed in Smart PLS software using structural equation modeling with partial least squares approach. FINDINGS: The results of the research showed that causal conditions had a direct, positive, and significant effect on the central category with a standard beta coefficient of 0.725, t=17.625, and P=0.001 at the level of one percent error. Moreover, contextual conditions with a beta coefficient of 0.410, t=3.107, and P=0.002 had a direct, positive, and significant effect on the category of strategies at the level of one percent error. Intervening conditions had a direct, positive, and significant effect on strategies at the level of one percent error (standard beta coefficient=0.221, t=3.008, and P=0.003). The central category had a direct, positive, and significant effect on the strategy category with a beta coefficient of 0.334, t=2.282, and P=0.023 at the five percent error level. Based on the results, at one percent error level, the strategies presented in the research had a direct, positive, and significant effect on the outcomes (standard beta coefficient=0.347, t=3.769, and P=0.000). In total, the results showed the existence of organizational insentience in the Red Crescent Society of Tehran province, which can be reduced by applying appropriate methods. CONCLUSION: According to the findings, by reducing the sense of meaninglessness, double standards, eliminating organizational discrimination, applying appropriate procedures in strategies and their implementation, paying attention to the structural dimensions of the Red Crescent Society in Tehran province, and implementing meritocracy management, it would be possible to increase organizational social capital, the level of interest, commitment, and responsibility of employees towards the Society and work, organizational independence, organizational justice, the atmosphere of trust, and supportive behaviors from the Society and employees. By adopting these measures, a step would be taken toward preventing the formation of organizational insentience in the Red Crescent Society of Tehran province.

INTRODUCTION: Organizational insentience has been one of the main challenges in recent years and refers to a situation in which employees of the organization have become indifferent to their organizational environment. This study aimed to design a model for dealing with organizational insentience in the Iranian Red Crescent Society. METHODS: In this qualitative study, after investigating the phenomenon of organizational insentience and reviewing the theoretical foundations, in-depth interviews were conducted with experts, managers, and masters in the Red Crescent Society. Theoretical saturation was achieved after conducting 21 interviews. Subsequently, the data obtained from the interviews were analyzed through grounded theory and qualitative coding (open, axial, and selective coding). FINDINGS: The findings showed that the main axial theme in this study was organizational insentience, and six themes of senselessness toward the concept of work, double standards, accountability, organizational discrimination, lack of strategic management procedures, and inability to implement policies were the requirements for dealing with organizational insentience, which were coded under the theme of causal conditions. In addition, such factors as decent governance, strengthening the psychological dimension, building trust, strengthening staff's skills, organizational independence, strengthening innovation and creativity, justice, supportive behavior, and supportive environment were selected as the main strategies to deal with organizational insentience. CONCLUSION: It seems that the dominant organizational culture, along with management style and type of communication within the organization, has the main effect on the issue of organizational insentience