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: This paper mainly aimed to provide a model for policy-making in the private school system. Methodology: Based on the literature review, 17 influential factors were identified with the mixed method of survey and theme analysis. In the qualitative part, the semantic pattern was discovered and analyzed with the RQDA qualitative analysis software, and in the quantitative part, the Interpretive Structural Modeling (ISM) method was used to determine relationships. Statistical population in the qualitative part were 20 people (policy-making experts, professors and senior managers) were selected and participated in a semi-structured and quantitative interview. A number of 1140 schools were selected from Northern, Central and Southern Khorasan using a simple random sampling method with proof of validity and reliability. Findings: The results of factors affecting policy-making based on fuzzy numerical average are: Investment 0.72, government aid 0.87, managers 0.74, teachers 0.73, executive agents 0.75, educational equipment 0.81, government-approved laws 0.89, banking system 0.88, tax and insurance 0.73, municipal, housing and urban organizations 0.33, community members 0.65, experts 0.8, Farhangian University training 0.8, coordination council 0.81, specialized founders 0.78, special schools 0.78, supervisory council 0.88, which because municipal organizations, housing and urban development 0.33, and community members 0.65 were lower than the average, they were rejected and the rest were accepted. Strategies in the first level (managers, executives and teachers) are the most effective and the sixth level (government laws) is the most effective. Conclusion: Based on the results, the other 15 factors that have a great impact on policy-making should be considered.