درخت حوزه‌های تخصصی

Purpose : In order to achieve sustainable economic growth, the existence of a competitive market and equal conditions for all economic enterprises is essential, and in Iran the sixth five-year economic, social and cultural development plan has been designed for this purpose. As a result, the aim of this study was the legal analysis of the competitive dimensions of the sixth five-year economic, social and cultural development plan. Methodology : This research in terms of purpose was applied and in terms of implementation method was a qualitative research with a descriptive approach, which in the competitive dimensions of the sixth five-year economic, social and cultural development plan are reviewed and analyzed. Findings : The findings showed that the sixth five-year economic, social and cultural development plan in several cases and clauses pays attention to creating competition in the market, and the government is obliged to provide competition for all economic enterprises in the country. The mentioned program uses variety strategies for economic, social and cultural development such as reducing the role of government ownership, accelerating the privatization process and economic transparency. Conclusion : The results indicate that if the variety strategies in the sixth five-year economic, social and cultural development plan are realized, we can expect change and transformation in the economic market and sustainable economic growth.

Purpose : Shared leadership is a form of leadership in which all organizational employees have an important role. As a result, the purpose of this research was providing a model for shared leadership in governmental organizations. Methodology : This study was cross-sectional from type of descriptive-analytical. The research population was managers and deputies of governmental organizations of Isfahan city in 2020 year, which according to the Cochran's formula the sample size estimated 214 people who were selected by cluster random sampling method. The research instrument was a 98-item researcher-made questionnaire whose content validity was confirmed by 10 experts after removing 6 items and its reliability was obtained by Cronbach's alpha method 0.97. After data collected by researcher-made questionnaire were analyzed with using exploratory factor analysis and structural equation modeling in SPSS and Smart PLS software. Findings : Findings showed that shared leadership in governmental organizations had eight factors of individual, group, environmental, administrative health, administrative corruption, work ethic, political behavior and Islamic management; So that the factor load of all items and the eight mentioned factors was higher than 0.40, the average variance extracted of the eight factors was higher than 0.50 and the Cronbach's alpha reliability and the combined reliability of the eight factors was higher than 0.80. Also, the model of shared leadership in governmental organizations had a good fit and shared leadership had a direct and significant effect on all eight factors (P<0.05). Conclusion : The results indicated the existence and effective role of eight factors of individual, group, environmental, administrative health, administrative corruption, work ethic, political behavior and Islamic management on shared leadership. Therefore, in order to improve and promote shared leadership in governmental organizations can provide the ground for improving the eight mentioned factors.

Purpose: The aim of the present study was to present a model of factors affecting organizational vitality in public organizations (case study: public organizations of Mazandaran province). Methodology : This was an applied and quantitative study. The study population included employees of public organizations in Mazandaran province in 2019, 246 of whom were selected based on Cochran's formula and using cluster sampling method. The data were collected using a researcher-made questionnaire on barriers to organizational vitality and were analyzed using exploratory factor analysis and structural equation modeling in SPSS and Amos software. Fidning s: The results showed that the barriers to organizational vitality included nine factors, 49 components and 120 concepts. The management factor includes five components, the individual factor includes six components, the organizational factor includes six components, the economic factor includes seven components, the political factor includes five components, the physical environment factor includes five components, the religious-value factor includes six components, the technological factor includes four components, socio-cultural factor includes five components. Besides, the factor loading of all 49 components was higher than 0.40 and the reliability of all nine factors was higher than 0.70. Also, all nine factors had a positive significant effect on barriers to organizational vitality so that the individual and political factors had the greatest and the lowest effect, respectively (P<0.001). Conclusion : The results of the present research have practical implications for experts and organizational planners, and can help them design and implement programs to reduce barriers to organizational vitality

Purpose: The purpose of this study was to present a model of professional development of teachers with a qualitative approach. Methodology: In this study, in order to identify the teacher professional development model, a qualitative interview was determined. The statistical population of the study in the qualitative part was all experts and experts in educational management and planning with 10 people and in the quantitative part included all teachers and principals working in primary schools in Shiraz. The data collection tool was a researcher-made questionnaire. To collect the data in the second stage, a closed questionnaire with a Likert scale of five was used. Findings: The results showed that the results of semi-structured interviews during several stages of coding and also inspired by the research background, led to the identification of the initial code. In the second step, the identified concepts were categorized into the following categories. These fourteen categories are; 1. Management of learning and teaching 2. Creating a conducive learning environment 3. Assessment and curriculum 4. Outline vision 5. Continuous school improvement 6. Effective communication and collaboration 7. Relationship with society and stakeholders 8. Operations management 9. Resource management 10. Guidance and leadership of individuals and teams 11. Professional ethics 12. Islamic ethical principles and norms 13. Develop your career 14. Finally, the fourteen professional standards of school principals were divided into several key areas or categories: educational leadership, strategic leadership, ethical leadership, management and organizational leadership, communication management, and professional development. Conclusion: The results showed that the results of semi-structured interviews during several stages of coding and also inspired by the research background, led to the identification of the initial code.