یلدا دلگشایی

Purpose: Professional development of managers is one of the factors affecting the position of organizations compared to other organizations. Therefore, the present study was conducted to propose a model for professional development of educational managers in the banking industry. Methodology: This study was applied in terms of objective and quantitative in terms of research method. The research population consisted of 280 Bank Sepah branch managers and educational consultants and experts of Sepah Bank headquarters in Tehran in 2021. The sample size was estimated n=161 based on Cochran's formula who were selected by simple random sampling method. For data collection, a researcher-made questionnaire for the professional development of educational managers (78 items) was used, the content validity of which was confirmed by 10 experts, and its reliability was obtained by Cronbach's alpha method above 0.70. Finally, the data were analyzed by exploratory factor analysis (EFA) using SPSS24. Finding: The results of the present study showed that 2 items were excluded due to the factor loading less than 0.40 and the final form of the researcher-made questionnaire for the professional development of educational managers had 76 items and 4 organizational, individual, technological and environmental dimensions and 21 components with the factor loading above 0.40. Accordingly, a 4D model for professional development of educational managers in the banking industry was drawn. Conclusion: According to the results of the present study, for the professional development of educational managers, it is possible to increase its organizational, individual, technological and environmental dimensions through the related components and items.

Purpose: This research was conducted with the aim of identification and analysis of effective factors on the strategic intelligence of education districts managers of Tehran city and provides an appropriate model. Methodology: The present study in terms of purpose was applied and in terms of implementation method was descriptive from type of quantitative. The study population was managers, deputies and experts of the education nineteen districts of Tehran city in 2020 year, which based on the Krejcie and Morgan table the sample size was estimated 120 people who were selected by randomly sampling method. The research instrument was a researcher-made questionnaire of effective factors on the strategic intelligence of managers (113 indicators) which after two Delphi rounds with Kendall coefficient of 0.678 was designed by 15 experts and its content validity was confirmed by experts and its reliability was calculated by Cronbach's alpha method 0.921. Data were analyzed by exploratory factor analysis and structural equations modeling in SPSS-22 and Smart PLS-3 software. Findings: The findings showed that the effective factors on the strategic intelligence of managers had 113 indicators in 21 components and 2 dimensions; So that the intra-organizational dimension were included 11 components of intelligent planning, support processes, communication processes, power of change and transformation, knowledge management, educational intelligence, moral intelligence, informational intelligence, organizational process intelligence, human resource intelligence and financial resources intelligence and extra-organizational dimension were included 10 components of business intelligence, environmental intuition thinking, technological intelligence, planning intelligence, social intelligence, competitors intelligence, policy-making, communication with people intelligence, targeting intelligence and environmental macro intelligence. Also, the factor load of all dimensions and components was higher than 0.40, their average extracted variance was higher than 0.50 and their reliability was higher than 0.70. In addition, the model of effective factors on the strategic intelligence of education districts managers had a good fit and the model had a significant effect on the intra-organizational and extra-organizational dimensions and the mentioned dimensions on the relevant components (P<0.05). Conclusion: The results showed two dimensions of intra-organizational and extra-organizational for the model of effective factors on the strategic intelligence of education districts managers. Therefore, to increase and enhance their strategic intelligence can be done by improving the dimensions and components of each of them.

Purpose: Given the effect of entrepreneurship education on improving employment and increasing the economic level of individuals and societies, there is a great demand for these trainings today. The present study was conducted using the fuzzy Delphi method to design a local model of entrepreneurship education. Methodology: First, using qualitative data obtained from exploratory studies and literature review and interviews conducted in the form of thematic analysis, 60 indicators were developed in the form of 5 dimensions, 16 components and 60 items, and then a questionnaire containing questions in this regard was provided and given to 16 selected experts. For the validity of the results, for the second round, the questionnaires were again sent to the experts. By extracting and fitting the most important factors through fuzzy Delphi method, experts' agreement on common indicators was assessed. Findings: The results showed that four items had lower scores than the criteria and were excluded. Also, the difference between the two stages was lower than the conventional threshold, so the analysis process was stopped. Conclusion: According to the results, it can be said that there is a high agreement on the necessity of the indicators of the mentioned model consisting of five dimensions of individual factors, economic factors, social factors, organizational factors and educational factors.

Purpose: The purpose of organizational culture is a system of common inference that members have toward one organization, and this same feature divides the two organizations into one another. Members of the organization train new members in order to solve external compatibility issues and internal consistency as the best way to solve problems, written and even written culture of their organization. Therefore, having the capacity to change and transform organizational culture, it is possible to change the actions of thoughts and feelings of a large part of the organization's members. Methodology: The research is applied in terms of purpose and in terms of collecting field and descriptive information that is carried out using a combination of exploratory (qualitative-quantitative) method and the reason for its exploration is to develop an appropriate model of organizational culture. The statistical population of the study consisted of 30 senior managers of the welfare organization. According to them, the dimensions of the research were identified and finally, the hypotheses and the final questionnaire were designed. A sample of 381 individuals was selected according to Morgan's table. Then, a relative cluster sampling Each area was randomly selected. Amos software was used to measure the assumptions. Results: The results showed that there is a reverse and significant relationship between organizational culture and organizational silence. There is also a direct and significant relationship between organizational culture and organizational commitment and organizational citizenship behavior. Conclusion: In the end, it should be noted that the organizational culture variable has been able to positively influence the organizational commitment and organizational citizenship behavior through the organizational silence variable.