Managerial Factors

Purpose: One of the social problems of football spectators is their delinquent behavior and the reasons for this behavior. As a result, the aim of this study was identifying and ranking the effective factors in the delinquency of football spectators in Iran and its prevention strategies. Methodology: This study in terms of purpose was applied and in terms of implementation method was quantitative. The research population was football spectators in Iran, which the sample size were determined 400 people and this number were selected with using available sampling method. The research tool was a researcher-made questionnaire of delinquency of football spectators, which its face validity and reliability were confirmed and the data obtained from its implementation were analyzed with exploratory factor analysis test and Friedman's test in SPSS version 23. Findings: The results of the exploratory factor analysis test showed that the effective factors in the delinquency of football spectators in Iran were included the socio-economic factors, mental-psychological factors, managerial factors, events inside the football field and media, which whose content validity was higher than 0.60 and whose Cronbach's and combined reliability was higher than 0.80. Also, the results of Friedman's test showed that the most effective factors in the delinquency of football spectators in Iran were included the events inside the football field, managerial factors, socio-economic factors, mental-psychological factors and media, respectively. Conclusion: According to the results of this research, in order to reduce the delinquency of football spectators in Iran, respectively can manage the events inside the football field, improve the managerial factors, promote the socio-economic factors and mental-psychological factors, and optimize the media behaviors.

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.

Introduction: Given the environmental conditions and the complexity of factors affecting organizational behavior, designing indigenous models to identify and strengthen the ethical components of employees’ organizational loyalty holds significant importance. This study aimed to design a model of organizational loyalty among the staff employees of the Lorestan Province Department of Education, considering ethical, social, and personality components. Material and Methods: This study is classified as qualitative research. The research population included management professors, administrative managers, and experts with experience in teaching or managing in the field of organizational behavior in Lorestan Province. Using purposive or judgmental sampling, 15 individuals were selected as the research sample. Data collection tools included library studies to develop the theoretical framework and review the literature, semi-structured interviews to extract expert opinions, the Delphi technique for aligning and clarifying viewpoints and determining theoretical consensus, and finally, a questionnaire to validate the conceptual model. The collected qualitative data were analyzed using coding and thematic analysis. Results: Ultimately, the research model was developed based on the extraction of seven components (motivational, ethical leadership, environmental, empowerment, acceptability, innovation, and organizational ethics) and 62 codes. Conclusion: Overall, according to the final model of the present study, organizational loyalty is the result of a systematic interaction among ethical, social, and personality variables. Therefore, simultaneous attention to external organizational and intra-personal factors through supportive policies, training development, improvement of the managerial structure, and strengthening of organizational culture can lead to increased employee loyalty and productivity