درخت حوزه‌های تخصصی

Purpose: The compliance ethical characteristics plays an important role in urban management, and accordingly, the purpose of this study was identifying the effective ethical codes on urban management with a meta synthesis method. Methodology: This study in terms of purpose was applied and in terms of implementation method was qualitative. The field of research was all articles of effective ethical codes on urban management in 2012 to 2022 years, which number of 26 articles from 311 articles based on the inclusion criteria were selected with purposive sampling method. The data were collected by taking notes from the articles and analyzed with content analysis method based on meta synthesis approach of Sandelowski and Barroso's seven-step. Findings: The findings showed that were identified 94 concepts in 16 components and 6 categories for effective ethical codes on urban management. The categories were include urban management ethics codes (with 4 components of individual codes of ethics of employees, ethical codes of managers, ethical codes between employees and ethical codes of organizations with people), procedures of the organization (with 2 components of problem definition and stakeholders), content factors of the organization (with 3 components of environmental factors, organizational factors and fundamental factors), structural strategy (with 2 components of informing and training and correction and improvement of functions), content implementation levels (with 3 components of ethical system leveling, identification of values in the organization and mechanisms of moral strengthening) and implementation consequences of ethical codes (with 2 components of intra-organizational consequences and extra-organizational consequences). Finally, the pattern of effective ethical codes on urban management was drawn. Conclusion: The pattern of effective ethical codes on urban management can help specialists and planners in improving the situation of urban management.

Purpose: Huge economic, social, political and technological changes, particularly in recent decades, have brought about increasing complexity and reduced predictability of the organizations’ environments. One solution offered to deal with such environments is the human resource agility approach. Though human resources play an effective role in the agility of organizations, the integrated model that identifies its dimensions and components has not been yet explained. This study aimed to design an agility model for human resources and to explain the factors influencing it. Methodology: This research has been conducted in the qualitative approach framework along with the survey method and by relying on grounded theory. Related data were extracted from theoretical literature, upstream documents, and interviews and then analyzed in three stages of open, axial and selective coding. Findings: The results indicated that the agility of human resources as an axial phenomenon is due to a set of individual-organizational, individual-personal, organizational and occupational characteristics. Conclusion: The effects of this phenomenon were categorized into two groups: individual and organizational. Also, in this model, the underlying factors (power sharing practices, human resource management practices, organizational coordination, communication and information technology, organizational process) and interventional conditions (organizational culture, leadership style, self-development, environmental factors) are influential on the ruling relations.

Purpose: Strategic decision-making plays an important role in organizational functions and its effectiveness. As a result, the aim of this study was to identifying and analyzing the dimensions and components of strategic decision-making for the managers of education regions. Methodology: This study in terms of purpose was applied and in terms of implementation method was mixed (qualitative and quantitative). The research population were experts in the field of educational management and human resources management and managers of educational regions of Tehran city in 2021 year, which according to the principle of theoretical saturation number of 14 people of them were selected as a sample with using the purposeful sampling method. The research tool was a semi-structured interview that lasted 75 to 120 minutes, and their validity was confirmed by the triangulation method and their reliability was obtained by the agreement coefficient method between two coders 0.88. The data were analyzed by methods of thematic analysis and DIMTEL technique. Findings: The findings of the qualitative part showed that strategic decision-making for managers of education regions has 98 indicators, 23 components and 10 dimensions were include moral intelligence, individual skills, knowledge of organizational processes, cultural and value skills, knowledge of financial resources, power of change and transformation, knowledge and technology management, human resource management, intelligent planning and training. Also, the findings of the quantitative part showed that the dimensions of human resource management, intelligent planning, cultural and value skills, knowledge of financial resources, knowledge and technology management and training had more effective and the dimensions of knowledge of organizational processes, moral intelligence, individual skills and power of change and transformation had more influence. Conclusion: The findings of this study have practical implications for specialists and planners of educational systems, especially in the education system, and they based on the results of the present study, can take an effective step towards strategic decision-making.