درخت حوزه‌های تخصصی

Purpose: The status and position of women in the management system face numerous challenges and problems. Therefore, the present study was conducted with the objective of explaining the managerial position of women in sports assemblies at the national and international levels. Methodology: This study was applied in terms of its objective and mixed (qualitative and quantitative) in terms of its implementation method. The population in the qualitative part consisted of sports experts, professors, and high-ranking sports managers, from whom 16 individuals were selected as the sample through purposive sampling based on the principle of theoretical saturation. The population in the quantitative part included sports experts, athletes, professors, and high-ranking sports managers, from whom 141 individuals were selected as the sample through random sampling based on the Cochran's formula. The research tools were semi-structured interviews in the qualitative part and researcher-made questionnaires in the quantitative part, the psychometric indices of which were confirmed. Data were analyzed using coding methods and exploratory factor analysis. Findings: The findings from the qualitative part revealed that the managerial position of women in sports assemblies at the national and international levels encompasses 54 concepts in 27 subcategories and 10 categories, including identity formation in managerial spaces, division of labor capability, overcoming gendered spaces, effective control, program orientation, field management and leadership, social support for women's management, management practice, organizational efficiency, networks, and communication skills. Moreover, the quantitative findings indicated that all 27 observed variables had a positive standardized factor loading and a critical ratio greater than 1.96 with each of the 10 latent constructs, thus confirming their validity, and their reliability was calculated to be higher than 0.70 using Cronbach's alpha. In addition, the model of women's managerial position in sports assemblies at the national and international levels fitted well, having a direct and significant effect on all 10 constructs of identity formation in managerial spaces, division of labor capability, overcoming gendered spaces, effective control, program orientation, field management and leadership, social support for women's management, management practice, organizational efficiency, networks, and communication skills (P<0.05). Conclusion: Based on the results of this research, to improve the managerial position of women in sports assemblies at the national and international levels, it is possible to create conditions for the realization of the identified subcategories and categories.

Purpose: The present study aimed to design a framework for recruiting non-teaching educational staff in Iran’s Ministry of Education. Method: The present study pursues a qualitative approach. The statistical population of the research included experts and professors in the field of specialization and the senior managers of the General Department of Education of Semnan province in the academic year of 2023-2024, among which 15 were chosen as the samples using theoretical saturation sampling and targeted sampling. The research instruments were a semi-structured interview and a review of the existing documents on this subject. The collected data were validated using member checking. The data validity was evaluated and confirmed using the quality criterion (reliability). The research data analysis method was thematic analysis in three levels: basic themes, organizing themes and Global Themes. Findings: The data analysis led to the identification of 393 basic themes, 33 number-one organizing themes, and 13 number-2 organizing themes in the field of specialization in recruiting non-teaching educational staff in the Ministry of Education. These themes were categorized under 4 global themes including expertise management with two organizing themes (expertise management and performance management), resource management with four organizing themes (human, time, material, and information), change management with three organizing themes (change in organizational structure, change in competitive atmosphere, and change in attitude), and management of organizational development with four organizing themes (managerial capabilities, human resource planning, creation of specialization culture, and organizational interactions). Conclusion: The use of elite and expert employees in the nonteaching sector of the educational system, as a leading institution in providing extensive services to the general public, depends on the presence of a specialization pattern in the recruitment of non-teaching staff. Identification of specialization criteria in the non-teaching sector, which has been done in this research, helps with the formulation of an appropriate specialization model to employ skilled and specialist staff in this sector.