Managers

Behavioral financial knowledge deals with the behavior of investors and other users in the capital market. According to the financial knowledge, it is no longer expected that only factors such as accounting information and macroeconomic variables will affect decision-making but also a variety of behavioral variables including manager’s optimism, information influence management, patience of major shareholders and other investors' biases can have an impact on the prices and stock returns. The purpose of this study was to investigate the impact of managers' optimism on the relationship between the patience of major shareholder and information influence management. This study attempts to investigate the relationship between these behaviors and information influence management by measuring the degree of major shareholders patience and managers’ optimism. This is a descriptive post-event research. The study population consisted of the companies listed on Tehran Stock Exchange (n = 87) between the years 2008 and 2017. Multivariate regression was used to test the hypotheses. The findings showed no significant relationship between the major shareholders patience and the information influence management (high, low, balanced). Further, it was found that managers’ optimism has a significant effect on the relationship between the major shareholders' patience and the information influence management (balanced level) and no significant relationship was observed between two other levels.

Purpose: The aim of this study was to "identify the dimensions of leadership effectiveness of Farhangian University campus principals." Methodology: This research was exploratory in terms of applied purpose, in terms of field implementation method and in terms of data collection method. The statistical population of this study consisted of full-time and part-time faculty members of Farhangian University campuses in the academic year of 2018-19, who were selected and studied by random sampling of relative classes. A researcher-made questionnaire was used to collect information and exploratory factor analysis method was used to analyze the collected data. Findings: The results indicate the recognition of the dimensions of leadership effectiveness of Farhangian University campus managers in three dimensions: 1. Perceptual (personal) evaluation (others' perception of the leader's credibility and self-assessments; Peers, and superiors inside and outside the organization do training, create indicators of effectiveness), 2. Satisfaction of subordinates (individual) (Satisfaction of members of the organization) and 3. Achievement of organizational goals (relative levels) Achieving the goals of the organization) was in the form of 30 indicators. Conclusion: In order to achieve its goals and aspirations, Farhangian University should constantly evaluate the performance of its campus administrators based on the dimensions of perceptual evaluation, subordinates' satisfaction and achievement of organizational goals, review the processes and change the patterns and structures. Achieves higher effectiveness.

Purpose: The aim of this study was to design a knowledge management establishment model with an organizational learning approach in the Social Security Organization of North Khorasan Province. Methodology: The research method was hybrid. The statistical population in the qualitative section included experts and specialists in management sciences and senior managers of the Social Security Organization, 20 of whom were selected using the principle of theoretical saturation as a non-probabilistic sampling method (purposeful and judgmental). In the quantitative part of the statistical population, including 1475 managers and employees of the Social Security Organization in the insurance and medical departments in 2016, who had at least a university degree with five years of service in the Social Security Organization, a sample of 314 people The two-stage stratified sampling method was selected with proportional allocation. The main research tool was the Knowledge Management Questionnaire, the validity of which was formally guaranteed using content and scientific components and components. The reliability of the questionnaire with Cranach’s alpha coefficient was 0.89 for knowledge management and 0.85 for organizational learning. Findings: After analyzing the information and testing the proposed model and the results obtained from structural equations, the final model of knowledge management deployment with 6 dimensions including (culture and value, organizational structure, organizational strategy, technology, process and human resources) and organizational learning It was finalized in 4 dimensions including (knowledge acquisition, knowledge dissemination, information interpretation and organizational memory). Also Findings showed that the human resources dimension has the greatest impact on the establishment of knowledge management and the two dimensions learning. Conclusion: The results also showed that organizational learning is effective at 0.74 on the establishment of knowledge management. Based on this, it can be concluded that in order to establish knowledge management in the Social Security Organization of Khorasan Razavi Province, in addition to paying attention to the six dimensions of establishing knowledge management, attention to organizational learning and its four dimensions, especially the two dimensions of knowledge acquisition and knowledge dissemination is necessary.

Purpose: The aim of this study was to design a talent management model for primary school principals in Zanjan. Methodology: The method of the present study was a combination (qualitative and quantitative) and in terms of purpose it was an applied research. The statistical population of the qualitative section was experts who were theoretically familiar with the concept of talent management and based on purposive sampling, 17 of them were interviewed until theoretical saturation. The statistical population in the quantitative part was all primary school principals in Zanjan province (1079 people) in the academic year 2018-19 that according to Krejcie and Morgan table, 283 people were selected by stratified random sampling method. Qualitative research tools were interviews and in the quantitative part, a researcher-made questionnaire was developed based on qualitative results. The validity of qualitative results was obtained by reviewing the codings and using the agreement coefficient between the coders and for the questionnaire with face validity and reliability by Cronbach's alpha test (0.88). For the analysis of qualitative data, the method of basic theory and open, axial and selective coding were used, and for a small part of the structural equations in Amos software version 24. Findings: Qualitative data analysis identified 63 concepts and 10 central themes (environmental, cultural, motivational, educational, human resource management, personal characteristics, regulatory, communication, organizational, managerial and structural factors) that the theme Selective research also obtained effective factors on talent management. The results of structural equations also showed that organizational factors with factor load (0.85), educational (0.83) and cultural (0.80) were more important and in general, the proposed model had a good fit. Conclusion: Improving talent management requires attention to various factors that the education system by investing in organizational, educational and cultural factors can help improve the talent management of managers.

Purpose: The present study was conducted aimed to presenting model of empowerment elementary period managers based on components of futurology. Methodology: This study was applied in terms of purpose and combined (qualitative and quantitative) in terms of implementation method. The research population in the qualitative section was the specialists and experts of Tehran city and in the quantitative section were the primary school managers of Tehran city in the academic years of 2019-20. The research sample in the qualitative section was 12 people who were selected according to the principle of theoretical saturation by purposive and snowball sampling methods and in the quantitative section was 270 people who were selected according to the Krejcie and Morgan table by multi-stage cluster sampling method. Data were collected by methods of take noting, semi-structured interviews and researcher-made questionnaire whose face and structure validity of questionnaire were confirmed and its reliability was obtained by Cronbach's alpha method 0.88. Qualitative data were analyzed by open, axial and selective coding methods and quantitative data were analyzed by structural equation modeling in SPSS-25 and LISREL-8.8 software. Findings: The findings of the qualitative section showed that the model of empowerment elementary period managers based on components of futurology had 6 main categories, 20 sub-categories and 85 indicators. The main categories and sub-categories were included transformation management (sufficient cognition of environment, responsibility and organizational health), empowerment (strengthening teachers' careers, applying participatory management and improving relationship between managers and teachers), sense of competence (having the enough motivation, support for managers, flexibility and creative thinking), organizational structure (organizational changes, lack of resources and inadequate distribution and lack of foresight), standardization (applying knowledge management, use of feedback system and modeling) and growth and improvement (foresight, self-efficacy, risk-taking and delegation of authority).The findings of the quantitative section showed that all six main categories had a significant effect on the model of empowerment elementary period managers based on components of futurology and the model had appropriate fitness indicators. Conclusion: Based on the results, the model of empowerment elementary period managers based on components of futurology can have practical implications for education specialists and planners and can be used to improve the structure of education.

Purpose : Given the role of different organizational syndromes in the decline of school performance, the present study was conducted aimed to rank and compare organizational syndromes in Iranian schools according to the opinion of principals, deputies and teachers. Methodology : This study was applied in terms of the objective and quantitative in terms of the method. The study population included the principals, deputies and teachers in Isfahan and Yasuj in the academic year 2019-2020. The research sample according to Krejcie and Morgan Table was n = 375 who were selected by multi-stage cluster sampling method and considering the volume ratio of cities. The research tool was a researcher-made questionnaire of organizational syndromes in Iranian schools with 78 items. Its content validity was confirmed by experts, its construct validity was confirmed by exploratory factor analysis and its reliability was calculated by Cronbach's alpha of 0.93. The data were by Friedman and independent t-tests using SPSS-25 software. Findings : The results showed that the organizational syndromes of narcissism, lack of communication, discrimination and politicking, group thinking, structural alienation, tension and distress, structural mastery, caution, pressure, terrorism, neglect, immobility, explosiveness, incompatibility, non-commitment, impulse and silence had a higher rank in Iranian schools. Other results showed no significant difference between organizational syndromes and teachers in Iranian schools according to the opinion of principals, deputies and teachers (P <0.05). Conclusion : According to the results of the present study and the negative role of syndromes in the decline of school performance, it is necessary to design and implement programs to reduce syndromes by improving intra- and extra-organizational relationships and activities in Iranian schools.

Purpose: This research was conducted with the aim of identification and analysis of effective factors on the strategic intelligence of education districts managers of Tehran city and provides an appropriate model. Methodology: The present study in terms of purpose was applied and in terms of implementation method was descriptive from type of quantitative. The study population was managers, deputies and experts of the education nineteen districts of Tehran city in 2020 year, which based on the Krejcie and Morgan table the sample size was estimated 120 people who were selected by randomly sampling method. The research instrument was a researcher-made questionnaire of effective factors on the strategic intelligence of managers (113 indicators) which after two Delphi rounds with Kendall coefficient of 0.678 was designed by 15 experts and its content validity was confirmed by experts and its reliability was calculated by Cronbach's alpha method 0.921. Data were analyzed by exploratory factor analysis and structural equations modeling in SPSS-22 and Smart PLS-3 software. Findings: The findings showed that the effective factors on the strategic intelligence of managers had 113 indicators in 21 components and 2 dimensions; So that the intra-organizational dimension were included 11 components of intelligent planning, support processes, communication processes, power of change and transformation, knowledge management, educational intelligence, moral intelligence, informational intelligence, organizational process intelligence, human resource intelligence and financial resources intelligence and extra-organizational dimension were included 10 components of business intelligence, environmental intuition thinking, technological intelligence, planning intelligence, social intelligence, competitors intelligence, policy-making, communication with people intelligence, targeting intelligence and environmental macro intelligence. Also, the factor load of all dimensions and components was higher than 0.40, their average extracted variance was higher than 0.50 and their reliability was higher than 0.70. In addition, the model of effective factors on the strategic intelligence of education districts managers had a good fit and the model had a significant effect on the intra-organizational and extra-organizational dimensions and the mentioned dimensions on the relevant components (P<0.05). Conclusion: The results showed two dimensions of intra-organizational and extra-organizational for the model of effective factors on the strategic intelligence of education districts managers. Therefore, to increase and enhance their strategic intelligence can be done by improving the dimensions and components of each of them.

Purpose: The aim of this research was identifying the components of the integrated curriculum of arts education from the perspective of specialists, managers and graduates. Methodology: The present study in terms of purpose was applied and in terms of implementation method was qualitative. The research population was the curriculum experts included of specialists, managers and graduates of Farhangian University in 2020 year. The research sample according to the principle of theoretical saturation was considered 28 people who after reviewing the inclusion criteria were selected by purposive sampling method. For data collection were used from take noting and semi-structured interviews methods, which its validity was confirmed by the triangulation method and its reliability was confirmed by the agreement coefficient method between the two coders (r=0.76). Finally, the data were analyzed by content analysis method with a deductive approach. Findings: The findings showed that the integrated curriculum of arts education from the perspective of all three groups of specialists, managers and graduates were included three dimensions of cognitive, skills and attitudinal and emotional competencies, which the cognitive dimension included the specialized knowledge of the integrated curriculum of arts education, general cognitive competence and general knowledge, the skills dimension included the specialized skill of the integrated curriculum of arts education and general skill and the attitudinal and emotional dimension included the attitudinal competence of the integrated curriculum of arts education and general attitudinal competence. Conclusion: According to the results of this study, curriculum specialists and planners for design an integrated curriculum of arts education needed to that considers the three dimensions of cognitive, skills and attitudinal and emotional competencies and their components

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.

This book primarily personified the diversified academic, research and professional developmental activities undertaken by the author while working on various capacities and platforms. The distinctive presentation of thought contents in the domain of library and information science, education, research and management will inspire, aspire and motivate the knowledge workers, educationists, scientists, managers, policy-makers, thinkers and researchers to think out of the box and work differently especially in adverse environment. Throughout the chapters author shared his rich personal and professional experiences gained while working in various segments which are supported by exemplary instances with appropriate pictorial presentations. The Author believes that his painstaking task in completion of this distinctive style of monograph will be found worthwhile when the prospective readers find this book useful and bring positive changes about in their personal thinking and implementing the change in their professional career.

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.

Purpose: Organizational transparency plays an important role in improving the performance of various organizations, especially service organizations. Therefore, the purpose of this study was to determine the relationship between e-governance foresight and the organizational transparency of managers in order to present a model. Methodology: This research was applied in terms of purpose and mixed (qualitative and quantitative) in terms of implementation method. The qualitative part of the community was experts related to the field of research, 12 people were selected as a sample according to the principle of theoretical saturation with non-random sampling and snowball methods. In 2017, there were 7170 people in the quantitative sector of managers of export banks in Tehran province, of which 365 people were selected as a sample according to the table of Karjesi and Morgan by simple random sampling. The research tool was semi-structured interview in the qualitative part and researcher-made questionnaires in the quantitative part, whose psychometric indicators were confirmed. Qualitative part data were analyzed with open, axial and selective coding method in MAXQDA software and quantitative part data were analyzed with exploratory factor analysis and structural equation modeling methods in SPSS and Smart PLS software. Findings: The findings of the qualitative section showed that the e-governance foresight has 75 indicators and 17 components in 6 dimensions: organizational, technical, information and data, marketing, resources and perspective and organizational transparency, 60 indicators and 15 components in 6 dimensions: information transparency, economic transparency, transparency The client had management transparency, organizational transparency and human resources transparency. Also, the findings of the quantitative section showed that the factor load and average variance extracted of all dimensions and components were higher than 0.70 and 0.50, respectively, and their reliability was calculated higher than 0.60 with Cronbach's alpha and combined methods. In addition, the relationship model of e-governance foresight with managers' organizational transparency had a good fit, and e-governance foresight and all its 6 dimensions including organizational, technical, information and data, marketing, resources and perspective had a positive and meaningful effect on managers' organizational transparency (05 /0P<). Conclusion: According to the results of this study, e-governance foresight had a positive effect on the organizational transparency of managers. Therefore, to improve organizational transparency, it is possible to improve the foresight of e-governance and its components including organizational, technical, information and data, marketing, resources and perspective.

Purpose: The quality of working life due to the improvement of the quality of human resources has been the focus of most managers and planners. As a result, the present research was conducted with the aim of identifying the components and indicators of the quality of working life of school managers. Methodology: This study in terms of purpose was applied and in terms of implementation method was descriptive from type of qualitative. The research population was experts who were familiar with the research field and the samples of this study according to the principle of theoretical saturation were determined 20 people who were selected by non-probability purposive and snowball sampling methods. The research tool was an in-depth interview with experts, whose content validity was confirmed by 10 experts in the field of educational management, and its reliability was calculated by the method of the coefficient of agreement between two coders of 0.77. Finally, the data obtained from the interviews were analyzed by coding method. Findings: The results of the analysis showed that the quality of working life of school managers had 92 indicators in 5 components including the individual factors, group factors, organizational factors, managerial factors and educational factors. Finally, the pattern of components of quality of working life of school managers was drawn. Conclusion: According to the results of this study, in order to improve the quality of working life of school managers should be provided the ground for the improvement of individual, group, organizational, managerial and educational factors affecting it.

Current theories argue that decision making is largely based on quick and intuitive processes.The results of study on topping organizations show that successful decision-makings are intuitive rather than rational. Therefore in recent years the issue of intuition and intuitive decision making as an effective management has attracted increasing attention in scientific circles and world-class research. Identify the components and designing intuition conceptual model in decision making based on the Islamic approach is the main purpose of this article. In the main stage of article which is Qur'anic approach, concepts and issues related to intuition were identified using data-based grounded theory strategy and Tafsir al-Mizan. The results of the study is emergence of 86 concepts which were categorized in 18 subsidiaries and 7 main concepts using the seminary and academic expert&rsquos perspectives.

The study aimed to investigate effective accountability among public school administrators and identify a model for achieving it. A qualitative phenomenological research method was used, with an applied purpose. Data was collected through semi-structured interviews with 20 experts in the field of school principal accountability. Participants were selected using purpose-based sampling and saturation law principles. Qualitative data analysis involved three stages of open coding, axial coding, and selective coding, using stepwise methods and analytical techniques. Six inclusive themes emerged as constituting the effective response pattern of school administrators: financial dimension (major benefits, financial justification), moral dimension (moralism, education), cultural dimension (organizational culture, employee culture, culture society), administrative dimension (administrative structure, accountability process), strategic dimension (transformationism, responsive leadership), and educational dimension (organizational, individual). Overall, the study provides insight into how school administrators can be held accountable effectively.