درخت حوزه‌های تخصصی

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.

Purpose: Social capital plays an important role in the success of any organization, including the education organization. As a result, the purpose of this study was presenting a social capital management model in the general directorate of education in Kermanshah province with a grounded theory approach. Methodology: This research in terms of purpose was applied and in terms of implementation method was mixed (qualitative and quantitative). The research population in the qualitative part was experts and senior managers of education in Kermanshah province and in the quantitative part were the principals of primary schools in Kermanshah province. The sample size in the qualitative part was estimated according to the principle of theoretical saturation 11 people who were selected by purposive sampling method and in the quantitative part was estimated according to Krejcie and Morgan table 332 people who were selected by random cluster sampling method. The research instrument in the qualitative part was a semi-structured interview and in the quantitative part was a researcher-made questionnaire, whose psychometric indices was confirmed and for data analysis was used from the methods of coding in MAXQDA software and exploratory factor analysis in LISREL software. Findings: Findings showed that in the central category of social capital management in education, causal conditions including categories of organizational factors, social factors and individual factors, contextual conditions including categories of social bonds of employees, cultural and social commitments and sustainable social development, intervening conditions including categories of legal requirements and frameworks, civic participation networks, organizational policies and organizational culture, strategies including categories of knowledge management, organizational resilience, job turnover and organizational participation and outcomes including categories of organizational outcomes, individual outcomes and social outcomes. Other findings showed that the factor load of all sub-categories except sense of identity on causal conditions, all sub-categories except collective power on contextual conditions, all sub-categories except success and education on intervening conditions, all sub-categories on strategies and all sub-categories except human capital accumulation, social cohesion, organizational learning, organizational entrepreneurship and interpersonal trust on outcomes were confirmed. Conclusion: Regarded to the importance of identified categories and concepts for the social capital management in education, planning is essential to improve the categories through their concepts.