Journal of Rescue Relief
فصلنامه علمی پژوهشی امداد و نجات
jorar
Medical Sciences
http://jorar.ir
1
admin
2008-4544
2008-529x
8
10.61186/jorar
-
8888
-
en
jalali
1400
11
1
gregorian
2022
2
1
14
1
online
1
fulltext
en
Designing a Maturity Model of the Managers of Red Crescent Society in Tehran
Designing a Maturity Model of the Managers of Red Crescent Society in Tehran
شیوه های نوین آموزشی در مدیریت حوادث وسوانح
شیوه های نوین آموزشی در مدیریت حوادث وسوانح
پژوهشي
Research Article
<div style="text-align: left;"><span style="font-size:10pt"><span style="line-height:normal"><span style="font-family:Calibri,sans-serif"><span style="font-size:12.0pt"><span georgia="" style="font-family:">INTRODUCTION: Nowadays, manager maturity is one of the concerns of officials of most government organizations, especially the Red Crescent Society. One of the ways to manager maturity is to identify the appropriate maturity pattern of the managers of the Red Crescent Society. Therefore, this study aimed to design a maturity model of the managers of the Red Crescent Society using the Grounded theory. </span></span></span></span></span><br>
<span style="font-size:10pt"><span style="line-height:normal"><span style="font-family:Calibri,sans-serif"><span style="font-size:12.0pt"><span georgia="" style="font-family:">METHODS: This qualitative study was conducted based on an applied research method using the Grounded theory. The statistical population of the study consisted of experts and specialists in the maturity field of the managers of the Red Crescent Society. The sampling was performed using the purposive method, and 20 individuals were selected based on theoretical saturation. The data were then collected using semi-structured interviews, and data analysis was performed at three stages of open, axial, and selective coding. The validity and reliability of the research were evaluated using a triangulation approach.</span></span></span></span></span><br>
<span style="font-size:10pt"><span style="line-height:normal"><span style="font-family:Calibri,sans-serif"><span style="font-size:12.0pt"><span georgia="" style="font-family:">FINDINGS: According to the obtained results, seven important factors, including managerial, structural, organizational culture, organizational education, organizational justice, organizational socialization of managers, and psychological contracts of managers with the organization, were recognized as the requirements for designing the maturity model of the managers of the Red Crescent Society in Tehran, as the causal conditions of the axial coding. </span></span></span></span></span><br>
<span style="font-size:10pt"><span style="line-height:normal"><span style="font-family:Calibri,sans-serif"><span style="font-size:12.0pt"><span georgia="" style="font-family:">CONCLUSION: Based on the results, the outcomes of the manager maturity were classified into five components, including employee participation, employee commitment, organizational productivity, organizational performance, and manager self-efficacy. Moreover, internal changes were selected as strategies along with three components of psychological characteristics and motivators, individual skills, as well as knowledge and attitude</span></span></span></span></span></div>
<div dir="ltr" style="text-align: justify;"><span style="font-size:11pt"><span style="line-height:normal"><span arial="" style="font-family:"><b><span style="font-size:12.0pt"><span new="" roman="" style="font-family:" times="">INTRODUCTION</span></span></b><span style="font-size:12.0pt"><span new="" roman="" style="font-family:" times="">: Nowadays, manager maturity is one of the concerns of officials of most government organizations, especially the Red Crescent Society. One of the ways to manager maturity is to identify the appropriate maturity pattern of the managers of the Red Crescent Society. Therefore, this study aimed to design a maturity model of the managers of the Red Crescent Society using the Grounded theory.</span></span></span></span></span><br>
<span style="font-size:11pt"><span style="line-height:normal"><span arial="" style="font-family:"><b><span style="font-size:12.0pt"><span new="" roman="" style="font-family:" times="">METHODS</span></span></b><span style="font-size:12.0pt"><span new="" roman="" style="font-family:" times="">: This qualitative study was conducted based on an applied research method using the Grounded theory. The statistical population of the study consisted of experts and specialists in the maturity field of the managers of the Red Crescent Society. The sampling was performed using the purposive method, and 20 individuals were selected based on theoretical saturation. The data were then collected using semi-structured interviews, and data analysis was performed at three stages of open, axial, and selective coding. The validity and reliability of the research were evaluated using a triangulation approach.</span></span></span></span></span><br>
<span style="font-size:11pt"><span style="line-height:normal"><span arial="" style="font-family:"><b><span style="font-size:12.0pt"><span new="" roman="" style="font-family:" times="">FINDINGS</span></span></b><span style="font-size:12.0pt"><span new="" roman="" style="font-family:" times="">: According to the obtained results, seven important factors, including managerial, structural, organizational culture, organizational education, organizational justice, organizational socialization of managers, and psychological contracts of managers with the organization, were recognized as the requirements for designing the maturity model of the managers of the Red Crescent Society in Tehran, as the causal conditions of the axial coding.</span></span></span></span></span><br>
<span style="font-size:11pt"><span style="line-height:normal"><span arial="" style="font-family:"><b><span style="font-size:12.0pt"><span new="" roman="" style="font-family:" times="">CONCLUSION</span></span></b><span style="font-size:12.0pt"><span new="" roman="" style="font-family:" times="">: Based on the results, the outcomes of the manager maturity were classified into five components, including employee participation, employee commitment, organizational productivity, organizational performance, and manager self-efficacy. Moreover, internal changes were selected as strategies along with three components of psychological characteristics and motivators, individual skills, as well as knowledge and attitude. </span></span></span></span></span></div>
Competence, Managers’ Maturity, Organizational Culture
Competence, Managers’ Maturity, Organizational Culture
45
53
http://jorar.ir/browse.php?a_code=A-10-714-1&slc_lang=en&sid=1
Samira
Soleimani
S.soleimani50@yahoo.com
100319475328460011351
100319475328460011351
No
PhD Candidate in Educational Management, Zanjan Branch, Islamic Azad University, Zanjan, Iran
Rasoul
Davoudi
100319475328460011352
100319475328460011352
Yes
Assistant Professor, Department of Educational Management, Zanjan Branch, Islamic Azad University, Zanjan, Iran.
Mehdi
Afzali
100319475328460011353
100319475328460011353
No
Assistant Professor, Department of Information Technology Engineering, Zanjan Branch, Islamic Azad University, Zanjan, Iran