درخت حوزه‌های تخصصی

Managers are the most valuable asset for every organization. Organizational health is the term given to a business's capacity to adapt in a constantly evolving world. It refers to “the ability of an organization to cope with change and continue to function with a high-performance workplace culture.” And these days, the organizational environment is always shifting. This study aimed to investigate the dimensions and components of managers’ organizational health at the Azad University Branches of Gilan. The results showed that organizational health has 2 dimensions included "structural and managerial". The structural dimension has 5 components including "organizational atmosphere, organization structure, scientific emphasis, monitoring and evaluation, and organizational justice". The managerial dimension has 5 components including "ethics, goal setting, resource support, effective leadership, and consideration". The effect of all dimensions and components on organizational health was confirmed, and the management dimension with a factor loading of (0.960) has the first rank and the structural dimension with a factor load of (0.947) has the last rank. The results of the Kolmogorov-Smirnov test showed that organizational health variables "structural and managerial" have a normal distribution (p> 0.05). The results of the KMO & Bartlett test indicate that these assumptions are confirmed (p> 0.05). The findings of the study also showed that the presented model has a good fit. Organizational health is a vital aspect of many jobs, including educational jobs, in which managers are required to comply with their employees and subordinates. On the other hand, organizational health will create a pleasant environment for the workplace and increase the spirit of creativity to achieve organizational goals.

Purpose: Technology plays an essential role in any country to achieve sustainable development. Choosing appropriate and advanced technology is one of the strategic decisions of industrial managers. This research discusses the critical factors that should be considered in the process of choosing new technologies based on the competitive mechanism, and accordingly, designs and explains the technology selection model for equipping downstream petrochemical industrial units to create a competitive advantage.Method: The research method is an applied one and in terms of data type, it is a partly qualitative and quantitative research. In the quantitative phase, research data was collected based on the data obtained from the qualitative phase, and using the questionnaire tool. The research data was analyzed using thematic analysis and MaxQda software in the qualitative phase and they were also  analyzed using the TOPSIS technique and meta-heuristic algorithm in the quantitative phase for modeling.Findings: Thirty-four concepts and five categories were identified as technology selection criteria for equipping downstream petrochemical industrial units to create a competitive advantage. The "technical criteria" factor was identified as the foremost priority in equipping downstream petrochemical industrial units to create a competitive advantage. The ranking of the determined categories from one to five were the factors of competitive criteria, strategic criteria, internal criteria, and external criteria, respectively.Conclusion: Finally, using the TOPSIS fuzzy technique, the model of equipping industrial units was presented to help decision-makers and policy makers of downstream petrochemical industries.