و معیار های ارتقا چنان است که تا افراد در زمینه ای درخشش نداشته باشند شامل حالشان نمی شود .
31
در سازمان، نظام پاداش، مشوقهای عملکرد معیار های ارتقا و ویژگی های خاص افراد موفق همخوانی بالا دارند .
32
در سازمان، ارتقا شغلی و دریافت پاداش براساس آشنایی و دوستی با مدیران و وابستگی به جناح آنها صورت می گیرد .
33
در سازمان ، دریافت پاداش و ارتقا شغلی بر اساس سابقه خدمت و ارشدیت است نه عملکرد بالا .
34
در سازمان ، مدیران در سطح بالایی تحمل نظر ها و انتقادات کارکنان را دارند .
35
در سازمان ، افراد می توانند با آزادی کامل پیشنهادات ،انتقادات و عقاید خود را مطرح کنند .
36
در سازمان ،کسی حق مخالفت با سرپرستان خود را ندارد .
37
در سازمان ،مدیران و مسؤولان در انتخاب همکار شان تا حد بالایی به شباهت فکری افراد خود توجه دارند .
38
در سازمان ، ملاقات با مدیرکل حتما با وقت قبلی توسط منشی و توافق خود ایشان صورت می گیرد .
39
در سازمان ، ارتباطات سازمانی کاملا بر اساس سلسله مراتب اداری صورت می گیرد .
40
در سازمان ، برای حل مشکلات و پیشرفت کار هر فردی می تواند با مدیران در تماس باشد .
41
در سازمان، سیاست های در های باز اعمال می شود .کارکنان و مدیران علاوه بر محل کار در رستوران ، نمازخانه و راهروها با یکدیگر در تماس نزدیکند.
ب: شکلها
شکل (4-1)توزیع فراوانی کارمندان به تفکیک سن
شکل (4-2) توزیع فراوانی کارمندان به تفکیک جنسیت
شکل (4-3) توزیع فراوانی کارمندان به تفکیک تحصیلات
شکل (4-4) توزیع فراوانی کارمندان به تفکیک سابقه کاری
ج:خروجی کامپیوتری:
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


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