مطالب

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.

The purpose of this study was to investigate the effect of scenario planning on strategic innovation considering the mediating role of strategic thinking and strategic flexibility. This research is applied in terms of purpose and descriptive survey in nature. The statistical population of the study is the manufacturing companies of Bushehr province. In order to determine the sample size, the test-software method (G-Power) was used. Based on this, 222 observations were calculated. Using a simple random sampling method with the online survey, 176 questionnaires were finally received by the researchers. Data analysis was performed using the structural equation method and Smart PLS 3 software. Research findings showed that scenario planning has a positive and significant effect on strategic innovation. The mediating effect of strategic flexibility and strategic thinking in the relationship between scenario planning and strategic innovation is also significant. The present study expands the management literature by filling in research gaps. Organizations today need to change their past strategies to be able to understand and meet customer needs faster and more competitively than other competitors.

Planning for economic sections and industrial activities at a regional level requires a proper understanding of a region’s potentials. The present study applies product space theory, network science, and information on Iranian provincial production structure to outline a roadmap for industrial development of Kermanshah. Analysis of mean value added and population of Iranian provinces in 2014 to 2018 indicated that of the 32 activities examined, Kermanshah has a revealed comparative advantage in five areas (agriculture and horticulture, traditional husbandry, apiculture, sericulture, and hunting) and other agricultural areas, forestry, and chemicals, with latent comparative advantage in 11 areas, and no advantage in 16 areas. Next, greedy, majority, high degree, and low degree strategies were combined with Borda’s and Copeland’s approaches to identify 11 activities for activation prioritized as follows: poultry, fishing, food, base metal, machinery & equipment, wood industry, other non-metal minerals, pharmaceuticals, metals, appliances, and rubber and plastic products.