اسدالله مهرآراء

Purpose: The purpose of this study was to design a biorhythm management model for Iranian public school principals with a fuzzy Delphi approach. Methodology: The design of the present study was qualitative with fuzzy Delphi method. Statistical population, professors of organizational behavior management in universities of Mazandaran province and senior managers of education departments in cities of Mazandaran province were selected and four rounds of fuzzy Delphi technique were performed with their cooperation. This selection and interviewing continued until the theoretical saturation was reached. Using the "rich information" sampling method with 15 professors of organizational behavior management in the universities of Mazandaran province and senior managers of education departments in the cities of Mazandaran province, the required information with semi-structured questionnaires Collected in four rounds. SPSS software was used to analyze the data. Findings: The results showed that the biorhythm management model of Iranian public school principals has four cycles and 28 dimensions of physical cycle (physical) (high mobility and energy, high physical strength, physical endurance and stability, physical weakness (negative), decreased physical ability (negative), inactivity and lethargy (negative), doing useful work and extreme fatigue (negative) ), Emotional cycle (interest in work and life, kindness, immorality and temper (negative), irritability (negative), confusion and mental weakness (negative), love of others, the power of creativity in affairs and mobility in Against the behavior of others (negative), intellectual cycle (mental) (rational) (promotion of intelligence, comprehension and memory, forgetfulness (negative), mental laziness (negative), poor decision-making power (negative), thinking power in affairs , Gaining new ideas and not focusing on personal and work affairs (negative) and intuitive cycle (inner inspiration, strong sixth sense, absorbing negative energy (negative) and attracting the spiritual forces of nature). Conclusion: Investigating the effect of biorhythm and different situations of employees on their job performance is an important issue and should be considered to prevent problems and increase performance, so identifying the explanatory dimensions of biorhythm management among managers of educational organizations, according to their critical tasks, is very important. And it seems necessary

Purpose: The aim of this study was to investigate the harm of successful deployment of knowledge management system in urban management. Methodology: This was an applied study in terms of the purpose, and a descriptive-survey one in terms of method. The statistical population (403 ones) included all managers, deputies and experienced staff of selected municipalities in west of Mazandaran Province (Ramsar, Tonekabon, Noshahr, Noor, Amol and محمودabad) in 2018; the research was done based on data collected from 201 participants were according to the Cochran formula with relative stratified sampling method. Kolmogorov-Smirnov test, single sample t-test, confirmatory factor analysis and Friedman test were used to test the research hypotheses. Findings: Chi-square statistic in the model was 37.241, the freedom degree of the model was 100, which was approximately in the range of acceptable value. On the other hand, the fit indices of model such as NNFI, NFI, GFI, CFI and IFI were all appropriate and the RMR index was 0.083. Conclusion: According to the results of standard coefficients, t values and R2 values in confirmatory factor analysis, in all dimensions introduced in the conceptual model of the research including 1. Organizational structure, 2. Environmental factors, 3. Technology factors, and 4. Human resources, were effective as a social harm in the failure to the successful deployment of knowledge management in urban management.

The validity of the questionnaire was confirmed using CVR index, as well as exploratory and confirmatory factor analysis while its reliability was evaluated using Cronbach's alpha. Data analysis was performed using Delphi technique, one-sample t-test, and structural equation modeling in SPSS and Lisrel statistical software. Based on the obtained results, four dimensions, 17 components, and 63 indicators were identified for the inter-organizational cooperation management model in oil companies in the Pars Energy Special Economic Zone. Environmental, cultural, organizational, and leadership style dimensions are known as the dimensions of inter-organizational cooperation management in oil companies in the Pars Energy Special Economic Zone. Such factors had the most significance among the identified dimensions of environmental dimension with load factor of 0.99, cultural dimension with load factor of 0.82, organizational dimension with load factor of 0.79 and leadership style dimension load factor of 0.89, respectively, than other dimensions to the concept of inter-organizational cooperation management model in oil companies in the Pars Energy Special Economic Zone. The results indicated that the designing the inter-organizational cooperation management model is divided into four dimensions of environmental, leadership, cultural and organizational dimensions. Environmental dimension includes political, business process, economic, developmental, legal, and technology. Cultural dimension includes the components of conflict management, information sharing, participation, and commitment. Organizational dimension includes the components of philosophy, processes, coordination, and strategy. Leadership style dimension encompasses the components of collaborative leadership, multidisciplinary decision making, and adaptation to management style.

The present study aimed to identify the indicators and components of knowledge capital and human resource strategies in the Iranian higher education system. Participants in the present study were managers and deputies of human resources in the higher education system and university professors. Sampling was performed in a purposeful and theoretical manner. Theoretical saturation of the samples was obtained after interviewing 10 people. The number of samples was not determined before performing the study and the sampling process continued until some kind of information saturation was obtained, i.e. no new information was extracted from the data during the interview. The instrument of the present study was semi-structured interviews whose validity and reliability were confirmed by confirmatory factor analysis and Cronbach's alpha test. Three coding steps were used to analyze the data. Using open coding, model categories were identified. Then, in the axial coding stage, the link between these categories was determined in the form of a coding paradigm. In the selective coding process, the conceptual model was determined in the form of three dimensions and including 14 components as follows: knowledge process capability (knowledge application, knowledge transfer, knowledge integration, knowledge production), human resource strategies (recruitment, human resource development, employee performance, service compensation, working relations), and knowledge capital (human capital, structural capital, innovative capital, social capital, and process capital) were identified. According to the findings of this study, suggestions are presented so that the officials, decision-makers, and educational planners in the higher education system be familiar with the dimensions, components, and mechanisms of knowledge acquisition and human resource strategies in the higher education system and take necessary executive measures while planning and making the necessary policies.

purpose: The purpose of this research was to identify Dimensions and Components of Human Resource Efficiency in Medical Universities of Iran: To Present a Conceptual Model. Methods: This research regarding the aim of that is an applied research type and in terms of implementation method categories in descriptive-survey and correlational research applying the Delphi fuzzy model. The statistical population of the study consisted of 27 college experts who participated in this research as a decision team in identifying indicators and dimensions of variables chosen by non-random (targeted) and snowball methods Findings: The findings of the research show that human resource productivity indicators are divided into seven main categories (structural-managerial, socio-psychological, cultural, individual, economic, environmental, initiation and cooperation) and 56 subsidiary indexes. These findings were obtained through three steps back and forth of expert questionnaires, fuzzy and defuzzification of responses. Conclusion: The results of the research indicate that it is possible to improve the skills of the staff and increase the productivity of human resources by their appropriate training, guidance and participation.