Gholamhassan Panahi; Sajad Kazemi
Abstract
Abstract
The present study was conducted with the aim of determining the relationship between employees' organizational silence and the management style and professional ethics of managers in Farhangian University of Zahedan. The method of doing descriptive research was correlation. The statistical ...
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Abstract
The present study was conducted with the aim of determining the relationship between employees' organizational silence and the management style and professional ethics of managers in Farhangian University of Zahedan. The method of doing descriptive research was correlation. The statistical population includes all employees and managers in Farhangian University of Zahedan city, 130 people, 100 of whom were selected as the sample size through Shadeh random sampling method. The research tools were organizational silence (Vakula and Boradas, 2005), managers' management style questionnaire (Moghimi, 2009) and professional ethics questionnaire (Armito et al., 2011). The content validity of the research tool and the reliability of the tool were estimated through Cronbach's alpha coefficient for the organizational silence questionnaire (0.80), managers' management style questionnaire (0.81) and professional ethics questionnaire (0.81). Pearson's correlation coefficient and multivariate regression were used to analyze the research hypotheses. The results of this research showed that there was a significant relationship between organizational silence of employees, management style and professional ethics of managers in Farhangian University. Also, there was a significant relationship between the components of organizational silence of employees with the management style and professional ethics of managers at Farhangian University, and there was also a significant relationship between the management style of managers with the professional ethics of managers and its components at Farhangian University. Among managers' management styles, managers' collaborative management style could predict 68% of employees' organizational silence, and among the components of professional ethics, managers' social responsibility component could predict 60.8% of employees' organizational silence.
Hossein Khanifar; Younes Sahranavard Nashtifan; Salahaddin Ebrahimi
Abstract
One of the main topics of the developed educational systems in the third millennium is the importance of the role of "educational management" in advancing the goals of education. Therefore, the educational principal as a "leader", "core" and "influential factor" in the school has a fundamental role in ...
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One of the main topics of the developed educational systems in the third millennium is the importance of the role of "educational management" in advancing the goals of education. Therefore, the educational principal as a "leader", "core" and "influential factor" in the school has a fundamental role in the quality of the implementation of educational programs and the advancement of educational goals. With these conditions, the current research was conducted with the aim of identifying the categories of necessity and importance of establishing a master's programme in management and educational leadership in Farhangian University. A qualitative method with a Grounded Theory approach was used to conduct the research. The study field was all experts, professors, educational management, and leadership specialists in education organization and Farhangian University, that 21 of them were interviewed using purposeful sampling and theoretical strategy. The research tool was semi-structured interview. The findings were analyzed and validated by three-step coding. According to the results of the research "Importance and Necessity: Career, Curriculum and Content Research" as the core category, "Education and learning strategies and programmes, resources and facilities, future research and foresight and providing and preparing human resources" as causal conditions, "Development in the curriculum and learning environment, needs assessment, requirements and organizational support and networking and interaction" as strategies, the categories of "University culture and climate and the group of students and professors" as a context, "Involvement of students and professors with problems related to the organizational field" as intervening conditions, and educational and organizational categories were raised as a result. Using the results of this research can be effective in improving the leadership and management of schools and the efficiency of the educational system.
