Martyr Dr. Chamran, a model for fire management style
Seyed Mohammad
Moghimi
Department of Public Administration, Tehran University
author
text
article
2020
per
The Supreme Leader of the Islamic Revolution, during his Ramadan meeting with the students in 1396, advised them to make a serious and comprehensive effort to overcome the discourse of the revolution in the university. During this discussion, he said: "I regularly say to all those intellectual and practical jihadi, intellectual, and cultural nuclei throughout the country: Work for each of you; Independent and according to the battlefield, fire is at your disposal ... Where you feel that the central apparatus is disturbed and can not manage properly, there is fire at your disposal; That means you have to decide for yourself, think, find, move, act.
Scientific Journal of Islamic Management
Imam Hussein University
2251-6980
28
v.
1
no.
2020
5
15
https://im.ihu.ac.ir/article_205579_5abced981c7103db892600de3b90f472.pdf
Designing a Management Model for High Ranking Managers at the Level of the Islamic Republic of Iran Based on Martyr General Suleimani’s Management Style
Muhammad
Muhammad Zaheri
PhD of human resource management, Department of Industrial Management, Abuali Cina University, Hamadan, Iran
author
text
article
2020
per
An alignment between managerial styles and the country's core strategies is an inevitable necessity due to the high influence of the decisions of high-ranking managers in different layers of the society. Based on its strategies, the Islamic Republic of Iran has introduced a new style of governance according to which its high-level management paradigm is established. Some managers have appropriately achieved the goals of the system over the past 40 years, while others have worked weakly. Martyr Suleimani, the only senior official in the Islamic Republic who succeeded in receiving the Zulfaghar Medal from the supreme leader of Islamic Revolution, not only succeeded in his career, but also enjoyed an incomparable admiration among various groups of the society. Through a mixed method, this explorative applied research aimed at providing an appropriate management model for IRI high-ranking managers on the basis of the management style of Martyr Suleimani. By a thematic analysis of the interviews, videos, and texts relating to Martyr Suleimani, 24 basic themes, 17 organizing themes, and 6 integrative themes were identified by Maxqda software. The interpretive structural modeling was designed by analyzing the comments of 30 experts selected through MATLAB software in snowball sampling method. The doctrine of faith was considered as the most influential theme at fourth level, individual background occupied the third level, and the economic, cultural, political policies were placed at the second level. It is recommended that IRI high-ranking mangers resort to outstanding characteristics of Martyr Suleimani, such as revolutionary spirit, making effort to unify the officials, and taking responsibility.
Scientific Journal of Islamic Management
Imam Hussein University
2251-6980
28
v.
1
no.
2020
21
46
https://im.ihu.ac.ir/article_205138_6037f40de00ed311d861906f84fcbc86.pdf
An Analysis of the Grand Strategy of Mosques kids Teenagers Interactions through Importance Performance Analysis Approach
Ali Reza
Sharif Fard
PhD candidate of public administration, human resource management, Allameh Tabatabaei University, researcher at Imam Sadegh University.
author
Rouhallah
Razini
Assistant professor at the Department of Management, Imam Sadegh University.
author
Hosein
Abbasi Nouzari
PhD candidate of public administration, decision making and policy making, Imam Sadegh University
author
text
article
2020
per
The mosques incorporate a unique position in the education of kids and teenagers. This research is intended to identify the priority of the grand strategies in the interaction between the mosques and children and adolescents, and to provide strategic recommendations for policy making institutions in this field. Relating the research question focusing on the assessment of the importance and performance of strategic components, the status quo and favorable situation of strategic components for interaction between the mosques, children and adolescents, were studied through importance-performance analysis from the perspective of three groups of experts (researchers, cultural and mosque-relating activists, staff officials). It is worth mentioning that due to the huge gap between the status quo and favorable situation, the most important component for improving the current situation is to consider the connection and increasing coherence among the educational aspects of the mosques, families, the schools and the neighborhoods. Moreover, the external role-playing of the mosques, along with their internal structure, will have the greatest effect on the interaction between the mosques, children and adolescents. On the other hand, simultaneous attention to behavioral and structural components is also important. Moreover, the acceptable approach for improving the status quo due to the non-institutional nature of the mosques seems to follow bottom-up procedure. However, achievement of the alignment of the priority of role-playing with the educational system in relying on the educational capacity of the mosques, requires special care.
Scientific Journal of Islamic Management
Imam Hussein University
2251-6980
28
v.
1
no.
2020
47
73
https://im.ihu.ac.ir/article_205099_78ae5c1e7960da9bf62c60757773cebd.pdf
The Components of Modern Islamic Civilization, Requirements for Its Establishment, and Its Benefits in View of of the Supreme Leader
Amir Hassan
Ezzati
Master degree of management, Faculty of Management, Allameh Tabatabaei University
author
Abbas
Chahardooli
Assistant professor at Faculty of Management, Supreme National Defense University, Tehran, Iran
author
Mohsen
Torabi
Assistant professor of public administration, policy making, University of Hormozgan
author
text
article
2020
per
The modern Islamic civilization has been put forward by the Supreme Leader of the Islamic Revolution as the ultra-strategic vision of the Islamic community, and the Islamic Republic of Iran has been considered as the pioneer of this path. It is by understanding the dimensions and components of the modern Islamic civilization and its requirements in the speeches of the Supreme Leader that one can realize this vision and make use of it in planning, targeting and mobilizing the resources in the general management of the country. Hence, this qualitative basic research is conducted through content analysis method for analyzing the speeches of the Supreme Leader in the field of modern Islamic civilization. The MAXQDA software of qualitative research is employed for the thematic analysis. Based on the resulted codes, two hardware and software dimensions, and five components are identified for modern Islamic civilization. The requirements of the establishment of modern Islamic civilization are also explained including two national dimensions with eight components, and one transnational dimension with two components.
Scientific Journal of Islamic Management
Imam Hussein University
2251-6980
28
v.
1
no.
2020
75
96
https://im.ihu.ac.ir/article_205100_653ed0d0c12d8a5f853d17dbaab507e4.pdf
Designing a self-governing model from the perspective of the Holy Quran
Amir Masood
Ataei
PhD candidate of human resource and organizational behavior, University of Isfahan, Iran
author
Sayyed Mohsen
Allameh
Corresponding author: associate professor of management, Department of Management, University of Isfahan, Iran
author
Ali
Safari
Associate professor of management, Department of Management, University of Isfahan, Iran
author
Muhammad Saleh
Tayyebnia
Assistant professor of knowledge of the holy Quran and Ahlolbait, University of Isfahan, Iran
author
text
article
2020
per
This study aims to explain the dimensions of self-direction using the teachings of the Holy Quran. Accordingly, the research method is qualitative and the method of content analysis. First, the text of the Holy Quran was examined and analyzed in terms of concepts related to self-leadership (leadership, self-leadership, self-management, self-control) and 1536 primary themes were extracted; Then, by summarizing and categorizing the identification method with emphasis on common concepts, 214 primary common themes were identified as indicators. Then, by merging and re-summarizing these indicators, 73 themes were organized as organizing themes and then with increasing the classification range, 19 themes were extracted as comprehensive themes. Finally, the overarching themes were classified into four main categories: self-leadership concept, self-leadership prerequisites, self-leadership strategies and methods, and self-leadership outcomes. In the core concept of self-leadership, five excellent themes of self-assessment, self-motivation, self-challenge, self-improvement, and self-preservation were identified. In the section of self-leadership prerequisites, seven excellent themes of cognition and self-communication, cognition, etc.
Scientific Journal of Islamic Management
Imam Hussein University
2251-6980
28
v.
1
no.
2020
https://im.ihu.ac.ir/article_205132_f490bc011dbbcc95976435e14d595b2e.pdf
A Meta-analysis of the Drivers and Barriers of Hypocritical Behavior in the Organizations: An Investigation of the Iranian Organizations
Zahra
Sadeqi Arani
Corresponding author: Assistant professor of management at the University of Kashan. Iran
author
Fatemeh
Namian
Master’s Student of sociology, Allameh Tabatabaei University, Tehran, Iran
author
text
article
2020
per
When the employees of an organization behave in a way incompatible with their own real attitude, they are conducting hypocritical behavior. Studies conducted to identify factors affecting such deviant behaviors are not integrated and do not provide an integrated result. Hence, this research is aimed at conducting a meta-analysis of previous studies on the drivers and barriers of hypocritical behavior of Iranian organizations. As a result of this investigation, 28 related documents were found, 13 of which were confirmed to be analyzed based on meta-analysis criteria. The results indicated that only three variables of communication network, evaluation system, and control center, with P values greater than 5%, were reported to have no effect on hypocritical behavior in the organization. Furthermore, the variables of narcissism and organizational gossips, with the effect size of 0.625 and 0.330 respectively, explained the highest and the smallest percentage of changes in hypocritical behavior in the organization.
Scientific Journal of Islamic Management
Imam Hussein University
2251-6980
28
v.
1
no.
2020
125
148
https://im.ihu.ac.ir/article_205160_256985a7fc11d487c9141c44ecea91fa.pdf
Identifying the Components of Ethical Organizations from the Viewpoint of the Holy Qur’an and Nahj al-Balaghah
Golara
Pourmojarrab
PhD candidate of public administration, organizational behavior, The University of Tehran, Aras Campus
author
Hassan
Zarei matin
Professor at Faculty of Management and Accounting, Farabi Campus, visiting professor at Aras International Campus of the University of Tehran
author
Ali Asghar
Pourezzat
Corresponding author, professor at Faculty of Management and Accounting, visiting professor at Aras International Campus of the University of Tehran
author
Hamid Reza
Yazdani
Assistant professor, Faculty of Management and Accounting, Farabi Campus, visiting professor at Aras International Campus of the University of Tehran
author
text
article
2020
per
The formation of moral organizations entails identification of the components on the basis of which behavioral dos and don'ts can be identified. Moral components make sense on the basis of the worldview of individuals. The most profound definition of morality can be found in the Islamic worldview. Hence, the components of moral organization were identified on the basis of Islamic viewpoint. The verses of the Holy Qur’an and the content of Nahj al-balaghah were studied through thematic analysis resulting in 68 basic themes, 16 organizing themes and two integrative themes. The integrative theme of organizational factors included organizing themes, meritocracy, teaching ethical principles, participatory decision making, proper use of organizational resources, moderation, organizational justice, predictability, creating a system of reward and punishment on the basis of performance, and creating supervisory units. Human components included organize themes of citizenship organizational behavior, avoidance of authoritarian behavior, moral performance, respect for individuals, respect for privacy, keeping self-esteem, and non-abuse of official position.
Scientific Journal of Islamic Management
Imam Hussein University
2251-6980
28
v.
1
no.
2020
149
174
https://im.ihu.ac.ir/article_205137_2d3ace3bcaffdf348c8d5f1a9d3e7880.pdf