درخت حوزه‌های تخصصی

Synopsis Although research has shown that nowadays we are less likely to have a lifelong love partner, the media industry has increasingly incorporated 'love' as a guarantor of success for media products of all kinds. My argument is that, in order to sell more, the media industry has constructed a false notion of love. Worse than that, we the audiences have adopted this notion; since this is a false construct, many people have come up with unrealistic expectations of their love life. The results can be seen in the ever-increasing rate of divorce. I argue that we need something that I would call "love literacy" to appropriately respond to one evolutionary intention that exists in all of us.

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.

Purpose: Evaluating innovative organizational culture in higher education is crucial because it creates a competitive advantage. Therefore, this research aimed to provide a model for innovative organizational culture in the Islamic Azad University of Mazandaran region based on transformative leadership style, professional ethics, and quality of work life. Methodology: In terms of purpose, this research was practical; it was cross-partial in terms of time, and its methodology was mixed (qualitative and quantitative). The research population was the professors and managers of the Islamic Azad University of Mazandaran region in 2021, and according to the principle of theoretical saturation, 20 of them were selected as a sample using targeted and snowball sampling methods. The quantitative population was the employees of the Islamic Azad University of Mazandaran region in 2021, and according to the table of Karajesi and Morgan, 291 of them were selected as a sample by cluster sampling method. The current research tools were semi-structured interviews in the qualitative part and questionnaires created by the researcher in the quantitative part of innovative organizational culture, transformational leadership style, professional ethics, and quality of work life, whose psychometric indicators were confirmed. The qualitative data were analyzed with the thematic analysis method in MAXQDA software, and the quantitative part with exploratory factor analysis and path analysis methods in SPSS and Smart PLS software. Findings: The findings of the qualitative part showed that 25 components were identified for innovative organizational culture in 4 dimensions of innovation effects (6 components) and for the quality of working life, 13 components in 3 dimensions of the nature of the job, organizational learning (7 components), individual development of employees (7 components) and the desire and tendency to innovate (5 components), for the transformational leadership style, 10 components in 2 dimensions of individual considerations ( 4 components) and mental motivation (6 components), for professional ethics 17 components in 3 dimensions of organizational ethics (5 components), occupational ethics (5 components) and personal ethics (7 components). Finally, the model of innovative organizational culture, transformational leadership style, professional ethics, and quality of work life was designed in the Islamic Azad University of Mazandaran region. Also, the findings of the quantitative part showed that the factor load, average variance extracted, and Cronbach's alpha of all components were higher than 0.70. The model of innovative organizational culture based on transformational leadership style, professional ethics, and quality of work life had a good fit. Professional ethics and quality of work life directly and significantly affected innovative organizational culture (P<0.001). Still, the transformational leadership style did not directly and significantly affect innovative organizational culture (P<0.05). Conclusion: Considering the importance of innovative organizational culture in Islamic Azad University and the present research findings, it is possible to provide the basis for promoting innovative organizational culture by improving the dimensions and components identified for transformational leadership style, professional ethics, and quality of work life.

Purpose: The aim of the present study is to validate the applied model for the school management excellence program implementation. Methodology: This study was a correlation and survey methods. All 20 middle and high schools located in districts 1 and 2 of Ardabil city, which have been the implementers of the excellence program during the last two years, were selected and their human resources formed the statistical population. The researcher-made questionnaire with Cronbach’s alpha coefficient of 0.97 was distributed in 10 schools with the participation of 152 teachers using stratified random sampling method. Smart-PLS and SPSS soft wares were employed to analyze the data using structural equations and Hoteling’s T test. Findings: The findings showed that the current research model meets desirable validity. Therefore, the effective factors identified in the implementation of the excellence program were found to be valid. The results via Hoteling’s T test also showed that there is a significant difference between the factors identified in successful and unsuccessful schools according to the performances of the years 2018 and 2019. The factors of management and leadership style and human resources training were found to meet the highest and lowest discrepancies between successful and unsuccessful schools, respectively. Conclusion: The present results indicated that the factors of the space and resources, efforts of custodians, organizational culture, role of parents, environmental factors, management and leadership style, principal’s features, human resources training, organizational health and usefulness of teachers play a key role in achieving program-centered, self-assessment, school-centered and total quality consequences.