و معيار هاي ارتقا چنان است که تا افراد در زمينه اي درخشش نداشته باشند شامل حالشان نمي شود .

31
در سازمان، نظام پاداش، مشوقهاي عملکرد معيار هاي ارتقا و ويژگي هاي خاص افراد موفق همخواني بالا دارند .

32
در سازمان، ارتقا شغلي و دريافت پاداش براساس آشنايي و دوستي با مديران و وابستگي به جناح آنها صورت مي گيرد .

33
در سازمان ، دريافت پاداش و ارتقا شغلي بر اساس سابقه خدمت و ارشديت است نه عملکرد بالا .

34
در سازمان ، مديران در سطح بالايي تحمل نظر ها و انتقادات کارکنان را دارند .

35
در سازمان ، افراد مي توانند با آزادي کامل پيشنهادات ،انتقادات و عقايد خود را مطرح کنند .

36
در سازمان ،کسي حق مخالفت با سرپرستان خود را ندارد .

37
در سازمان ،مديران و مسؤولان در انتخاب همکار شان تا حد بالايي به شباهت فکري افراد خود توجه دارند .

38
در سازمان ، ملاقات با مديرکل حتما با وقت قبلي توسط منشي و توافق خود ايشان صورت مي گيرد .

39
در سازمان ، ارتباطات سازماني کاملا بر اساس سلسله مراتب اداري صورت مي گيرد .

40
در سازمان ، براي حل مشکلات و پيشرفت کار هر فردي مي تواند با مديران در تماس باشد .

41
در سازمان، سياست هاي در هاي باز اعمال مي شود .کارکنان و مديران علاوه بر محل کار در رستوران ، نمازخانه و راهروها با يکديگر در تماس نزديکند.

ب: شکلها

شکل (4-1)توزيع فراواني کارمندان به تفکيک سن

شکل (4-2) توزيع فراواني کارمندان به تفکيک جنسيت

شکل (4-3) توزيع فراواني کارمندان به تفکيک تحصيلات

شکل (4-4) توزيع فراواني کارمندان به تفکيک سابقه کاري

ج:خروجي کامپيوتري:
Sen

Frequency
Percent
Valid Percent
Cumulative Percent
Valid
36
1
2.8
2.8
2.8

37
2
5.6
5.6
8.3

38
2
5.6
5.6
13.9

40
3
8.3
8.3
22.2

41
2
5.6
5.6
27.8

43
5
13.9
13.9
41.7

44
3
8.3
8.3
50.0

45
1
2.8
2.8
52.8

46
3
8.3
8.3
61.1

47
2
5.6
5.6
66.7

48
2
5.6
5.6
72.2

49
3
8.3
8.3
80.6

50
1
2.8
2.8
83.3

51
1
2.8
2.8
86.1

52
2
5.6
5.6
91.7

53
1
2.8
2.8
94.4

55
2
5.6
5.6
100.0

Total
36
100.0
100.0

jensiyat

Frequency
Percent
Valid Percent
Cumulative Percent
Valid
mard
36
100.0
100.0
100.0

Sabeghe

Frequency
Percent
Valid Percent
Cumulative Percent
Valid
6-10
1
2.8
2.8
2.8

11-15
6
16.7
16.7
19.4

16-20
15
41.7
41.7
61.1

21 be bala
14
38.9
38.9
100.0

Total
36
100.0
100.0

tahsilat

Frequency
Percent
Valid Percent
Cumulative Percent
Valid
foghe diplom
2
5.6
5.6
5.6

lisans
14
38.9
38.9
44.4

foghe lisans
14
38.9
38.9
83.3

doktora
6
16.7
16.7
100.0

Total
36
100.0
100.0

One-Sample Kolmogorov-Smirnov Test

noavari
riskpaziri
rahbari
hemaiat
iekparchegi
kontorol
hoviat
padash
sazesh
ertebati
khalaghiat
N
36
36
36
36
36
36
36
36
36
36
36
Normal Parametersa,b
Std. Deviation

2.5222
2.2986
2.2833
2.5486
2.4815
2.4028
2.3958
2.2708
2.2917
2.5694
3.5556

.43366
.38646
.43916
.60006
.52520
.46781
.32937
.34525
.38499
.38550
.32672
Absolute
Positive
Negative

.139
.172
.129
.131
.138
.193
.180
.191
.234
.206
.111

.095
.107
.129
.091
.112
.112
.154
.191
.183
.183
.104

-.139
-.172
-.105
-.131
-.138
-.193
-.180
-.170
-.234
-.206
-.111
Kolmogorov-Smirnov Z
.834
1.033
.777
.789
.827
1.161
1.078
1.144
1.401
1.238
.669
Asymp. Sig. (2-tailed)
.290
.236
.182
.463
.201
.135
.196
.146
.089
.093
.662
a. Test distribution is Normal.
b. Calculated from data.

Correlations

khalaghiat
noavari
khalaghiat
Pearson Correlation
1
.391

Sig. (2-tailed)

.047

N
36
36
noavari
Pearson Correlation
.391
1

Sig. (2-tailed)
.047

N
36
36

Correlations

khalaghiat
riskpaziri
khalaghiat
Pearson Correlation
1
.376

Sig. (2-tailed)

.024

N
36
36
riskpaziri
Pearson Correlation
.376
1

Sig. (2-tailed)
.024

N
36
36

Correlations

khalaghiat
rahbari
khalaghiat
Pearson Correlation
1
.013

Sig. (2-tailed)

.334

N
36
36
rahbari
Pearson Correlation
.013
1

Sig. (2-tailed)
.334

N
36
36

Correlations

khalaghiat
hemaiat
khalaghiat
Pearson Correlation
1
457.

Sig. (2-tailed)

.019

N
36
36
hemaiat
Pearson Correlation
457.
1

Sig. (2-tailed)
.019

N
36
36

Correlations

khalaghiat
iekparchegi
khalaghiat
Pearson Correlation
1
.316

Sig. (2-tailed)

.041

N
36
36
iekparchegi
Pearson Correlation
.316
1

Sig. (2-tailed)
.041

N
36
36

Correlations

khalaghiat
kontorol
khalaghiat
Pearson Correlation
1
-.353

Sig. (2-tailed)

.035

N
36
36
kontorol
Pearson Correlation
-.353
1

Sig. (2-tailed)
.035

N
36
36

Correlations

khalaghiat
hoviat
khalaghiat
Pearson Correlation
1
.047

Sig. (2-tailed)

.286

N
36
36
hoviat
Pearson Correlation
.047
1

Sig. (2-tailed)
.286

N
36
36

Correlations

khalaghiat
padash
khalaghiat
Pearson Correlation
1
321.

Sig. (2-tailed)

.037

N
36
36
padash
Pearson Correlation
321.
1

Sig. (2-tailed)
.037

N
36
36

Correlations

khalaghiat
sazesh
khalaghiat
Pearson Correlation
1
042.

Sig. (2-tailed)

392.

N
36
36
sazesh
Pearson Correlation
042.
1

Sig. (2-tailed)
392.

N
36
36

Correlations

khalaghiat
ertebati
khalaghiat
Pearson Correlation
1
132.

Sig. (2-tailed)

223.

N
36
36
ertebati
Pearson Correlation
132.
1

Sig. (2-tailed)
223.

N
36
36

Correlations

khalaghiat
farhang
khalaghiat
Pearson Correlation
1
308.

Sig. (2-tailed)

.014

N
36
36
farhang
Pearson Correlation
308.
1

Sig. (2-tailed)
.014

N
36
36

Survey the relationship between organizational culture and the manager creativity and deputies Red Crescent, Zanjan province

Abstract:
Today recognition of organizational culture is very important for managers because the culture or atmosphere on the organization is explanatory of the way of organization living. In the atmosphere on the organization that people work in it that they can achieve is the goals of the organization. That’s why managing scientists state that the most basic duty of managing is forming and directing the basic values of organizational culture. The present study is concerned with the relation between organizational culture and adjustment of managers creatorship of the Zanjan province red crescent. The total goal of this study is considering the relation between some compilation of organization culture and adjustment of managers and assistants creatorship of Zanjan province red crescent staff. And the specific goals are considering compilation of organizational culture creatorship one by one. The type of this research is survey and it was tried the describe the decimal factors of organizational culture and the determine the scale of it’s correlation coefficient are used the determine the correlation between organizational culture and creatorship and spearman correlation coefficient is used the determine the correlation of factors of organizational culture one by one with relationship. Our statistic society is equal the ???person whose forming the managers of the Zanjan red crescent. The tools used in this research are following: Robins questionnaire of creatorship and the statistic analysis of date. After completing the questionnaire by managers .The statistic works are performed on them and the results showed that there is meaningful relation between the culture and the managers and assistants creatorship of Zanjan province red crescent. Also there is not positive and meaningful correlation between creatorship with indices of organizational culture such as leadership, identity, compromise, creative patterns. But the indices such as innovation, risk-taking, control support, consistency, reward, have positive and meaningful correlation with creatorship. The finding also showed that statistically there is meaningful relation between personal trait of managers ( age, sex, field of education, level of education) with organizational culture.
Key words: organizational culture, creativity, managers and assistants of Zanjan province red crescent.

Islamic Azad University
Germi Branch
Faculty of Management

A Thesis Submitted in Partial Fulfillment of The Requirements For
The Degree of M.A in Executive Management Strategic Orientation

Tile
Survey the relationship between organizational culture and the manager creativity and deputies Red Crescent, Zanjan province

Supervisor:
Dr .Azim Aslani

Advisor (s)
Dr . Hosin Alipour

By:
Milad Mohammadi

April ????

1 .glomseth
2. rabbinz
3. lotanz
4. rabbinz
5 .rendseip
6. rabbinz
7. allen
8 . morris
9 . peters & vatherman
10 .gordon
11 .oraeili
12. deil & keindy
13 .espendar
14. schein
15 . chester
16 . elton Myo
17 . chandan
18 . parsons AGIL Model
19 . robbins pattern
20 . makkenzi
21 . hard factor
22 .brain
23 . peters & waterman
24 .brain
25 . kert levin
26 .denison
27 . stanly davis
28 . william ouhieh
29 . edgar schein
30 . clokhohen
31 . samear
32 . spenser
33 .greendexg
34 . plunkett
35 .koontz
36 . george
37 . gordon
38 . greendexg
39 . bureaucratic culture
40 – Katz Doris & Miller
41 .quinn
42. gart
43 .rational culture
44. ideological culture
45. consensual culture
46. hierarchical culture
47 .harvy
48. brown
49 .maary
50 . May
51 . Helmholtz
52 .attok
53 .albersht
54 . edeard de bone
55 . alfred bine
56 . moreno
57 . lateral

دسته بندی : No category

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