درخت حوزه‌های تخصصی

Each year on 17th December people from different cultures and religions come and participate at Mevlana Jalal ad-DinRumi mausoleum rituals, called Shab-e Arus, to pay their respects to him. During pilgrimage as well as organized and informal rituals that take place in commemoration of Rumi death anniversary as the well-known poet and mystic of 13th century, a form of tolerance emerges. As such, the point of departure for this article is the perception of pilgrimage space as the space of connections, where an arena for social and cultural interactions is created, that resulted in formation of a cultural tolerance. In other words, presence in the pilgrimage space and different rites has led to interactions that result in acceptance and understanding of the other, which thereby reinforces culture of tolerance. The cultural area and case study of this research is 744th ritual of commemoration of Rumi, formally called “time of Brotherhood”, that held on 7-17 December 2017 in Konya, Turkey.  The paper discussed the rituals of pilgrimage of his tomb share characteristics with what Victor Turner discussed as modern pilgrimage. Accordingly, this article elucidates the role of pilgrimage sites as the center and source of cultural coexistence involved in transnational identities. It emphasizes that such pilgrimage centers create a peaceful coexistence in an intercultural space instead of conflict between groups of people.

Purpose: The present study was conducted with the aim of "developing a model of job competencies for managers of Bank Saderat". Methodology: This research is applied in terms of purpose and qualitative in terms of method and has an inductive approach. The participants of the present study were branch managers and banking experts in Tehran. Since in this study, the aim was to present the competency model of Bank Saderat managers, therefore, purposive sampling method was used. The focus has been on people with more experience in the banking industry. At the beginning, criteria for purposeful selection of experts and managers were considered. Based on these criteria, a list of these experts and managers was prepared to make the necessary arrangements for scheduling and conducting the interview. Therefore, the population of this study was the employees and experts of the bank; Sampling was performed by purposive method and the researcher reached the level of theoretical saturation with 15 people. Semi-structured interviews were used to collect data. In order to analyze the data, the content analysis method was used. Findings: The research findings showed that after analyzing the data obtained from the interviews and all the basic and organizing topics, 5 comprehensive topics are: - Interpersonal competencies 2- Individual ethics 3- Professional ethics 4- Managerial competencies 5- Competencies Professional; The main components of job competencies of Bank Saderat managers were identified. Conclusion: Considering the compilation of the competency model using the extracted components, it is recommended that standards and criteria based on these components be formulated and designed for hiring managers, and considering that the training and updating of managers is one of the components obtained in This research is recommended that the training of competency programs to managers as well as employees of a complex should be put on the agenda. It is appropriate for managers to help improve organizational behaviors by investing in professional ethics on the people of the organization, and in this way, in addition to benefiting from people with high human capital, they can also benefit from the advantage of expanding the effectiveness of their organization.