University of Tehran PressInterdisciplinary Journal of Management Studies2981-07951120070201In Search of a Model for the Unification of Individual and Organizational GoalsIn Search of a Model for the Unification of Individual and Organizational Goals5152340310.22059/ijms.2011.23403ENSeyed MahdiAlvaniProfessor of Allameh Tabatabaei University, IranJournal Article19700101One of the greatest problems for managers during the last century was the diversification between individual and organizational Goals Management scholars was always looking for a solution for this conflict. Although these goals sometime are convergent but in many cases this problem results in low degree in performance of the organization. This article is trying to present a molel for unification of goals. For this, hierarchy of a worker's goal (individual aspect) and that of an organization's goal (organizational aspect) were described At the end of the article, desired model is presentedhttps://ijms.ut.ac.ir/article_23403_3757178356403a968dcad430d894f7fc.pdfUniversity of Tehran PressInterdisciplinary Journal of Management Studies2981-07951120070201Identifying the Barriers of Developing Organizational Learning in Administrative OrganizationsIdentifying the Barriers of Developing Organizational Learning in Administrative Organizations17382340410.22059/ijms.2011.23404ENHasanZarei Matin(Associate professor, The University of Tehran)Seyed HosseinAkhawan Alavi(Assistant profossor, Management and Planning Organization)Journal Article19700101Management scientists state that for the purpose of surviving and developing, it is necessary to be engaged in learning forever. Learning can help' organizations with any changes, innovations, and creations. According to studies, the learning capacity in nationwide administrative organizations is rather low. In this article, first the concept and also the necessary characteristics for learning development are mentioned. Then in accordance with them, the characteristics of learning capacity in organizations are recognized. Second, the barriers of organizational learning are studied and considering them, the essential proposals for the developmt:nt of learning are offeredhttps://ijms.ut.ac.ir/article_23404_7f888c09fec938e052b60d59d13b7452.pdfUniversity of Tehran PressInterdisciplinary Journal of Management Studies2981-07951120070201The Relationship between Environmental Factors and Organizational Entrepreneurship in Non-Governmental Organizations (NGOs) in IranThe Relationship between Environmental Factors and Organizational Entrepreneurship in Non-Governmental Organizations (NGOs) in Iran39552340510.22059/ijms.2011.23405ENSeyed MohammaMoghimiAssistant professor, University of Tehran, IanrJournal Article19700101social incentives that bring them into existence and sustain them in the course of time. Non-governmental organizations (NGOs), whether based in the global
north or south, are not different. Unfortunately, numerous NGOs start up and then fail, because the passion of the founder is not supported by a sustainable
organization Volunteers in all sectors are working with NGOs. The NGOs are citizens' organizations with missions to improve people's lives. This article is an attempt to examine NGOs challenges with their external environment. The findings of this research which are based on a field research in Iran's NOOs, shows the relationship between organizational entrepreneurship and NGOs external environment in form of environmental communications, relationship with government, and relationship with citizens. Giving an image of Iran's non-governmental organizations' environmental status, it suggests guidelines on the improvement of NGOs environmental communication in an entrepreneurship approach which has applicability to other...https://ijms.ut.ac.ir/article_23405_e05cb20844d92942e97e6879c7af0648.pdfUniversity of Tehran PressInterdisciplinary Journal of Management Studies2981-07951120070201A Prelude to Standard and Standardization in Educational SystemsA Prelude to Standard and Standardization in Educational Systems57712340610.22059/ijms.2011.23406ENHosseinKhanifarAssistant Professor, University of Tehran, IranJournal Article19700101education. Today, a qualitative movement toward efficient trainings ineducational systems is necessary, since one of the important factors in the
development and progress of any society is necessarily resources, manpower and their education.Considering education as a basic system in growing human resources, the present article tries to address this matter, due to the fact that we are in a situation in which policy-makers and training leaders are worried about standard trainings. They will be assured when the teachers and human resources are standard Therefore, endeavors have been made in this article to
discuss the concept of standard and its historical background in the world and Iran by using the most valid resources and sites. Training standards and the seven-principles of standard are studied as well. ...https://ijms.ut.ac.ir/article_23406_b39cbabf44a38ba15d8c97e748fa8746.pdfUniversity of Tehran PressInterdisciplinary Journal of Management Studies2981-07951120070201Towards flectronhc Customer Relationship Management: An e-CRM Solutions Development MethodoloTowards flectronhc Customer Relationship Management: An e-CRM Solutions Development Methodolo73892340710.22059/ijms.2011.23407ENAhmadJafarnejad(Associate professor University of Tehran)CaroLook(professor, University of Tehran)AsifMonshi(Ms. Graduat, d From Faculty of ManagemJournal Article19700101customer is felt more and more. Today organizations can't make it faraway without giving attention to their customer's needs. For this purpose organizations try out many concepts which can help them be leader in managing their customers. One such concept is the Customer Relationship Management (CRM). CRM has come a long way since its inception in business circles and its major change is felt in today's internet era. The internet has given rise to the e-CRM. The concept of e-CRM is to manage the customers through the Internet. In deploying CRMle-CRM solutions, organizations don't tend to plan strategically and also don't have a proper methodology in place that will guide them in rolling out their customer initiatives at any stage of their CRMle-CRM. By Taking the above view into consideration ...https://ijms.ut.ac.ir/article_23407_f2c39488a17aab81c6f34e293306cf2a.pdfUniversity of Tehran PressInterdisciplinary Journal of Management Studies2981-07951120070201Depiction of the Future: Intervention Strategy in Social SystemsDepiction of the Future: Intervention Strategy in Social Systems911102340810.22059/ijms.2011.23408ENAliPoureuat(Faculty Member of the University of Tehran, IrJournal Article19700101Regarding the complexity of social systems and the presence of autonomousintervenes, designing and making the future requires a special strategy, which
can harmonize these elements with itself. This can be possible by future depicting, which makes an insight into the desired fUture, and presents a real perspective of it; and/or it promotes a planned perception of the desired status to impose an inspired perspective to the future. In international levels, depicting the fUture which is generally conducted by advanced countries causes other countries make reactions or opposite reaction which are international and unintentional in various ways such as harmonic, passive, chaotic, active and proactive reactions.However, the main achievement of this discussion is that societies must present an appropriate picture of their own future, which enjoys enough attraction to encourage the members of relevant societies ...https://ijms.ut.ac.ir/article_23408_a5d0df0f7a566c7b0f20ae001f1234ba.pdfUniversity of Tehran PressInterdisciplinary Journal of Management Studies2981-07951120070201How Should The Entrepreneurs OfSMEs In Iran Change Their Style In a Business Life CycleHow Should The Entrepreneurs OfSMEs In Iran Change Their Style In a Business Life Cycle1111312340910.22059/ijms.2011.23409ENKambeizTalebi(Asso.ciate Professor, University of Tehran, IraJournal Article19700101Kambeiz Talebi, the author of the Article discusses the urgent needfor topmanagers to change their style in small entrepreneurial firms during a business
life cycle. Although most leadership theories assume that it is an easy task, but the case studies and practical experience suggest the opposite - managers find it hard to move from an innovative style when the company is young to taskoriented behavior in the firm's mature stage. If the steps aren't taken early
enough, severe crisis will be followed by an external CEO being called in. Talebi discovers that the reason why change in style is so difficult to achieve is
that everyone has overlooked the link between management style and the corporate system, structure and values. The corporate context itself must change
if managers are to be able to change their own styles effectively and smoothly.https://ijms.ut.ac.ir/article_23409_a9c087353d8cbb43fe49d6ec03d80d00.pdfUniversity of Tehran PressInterdisciplinary Journal of Management Studies2981-07951120070201Designing a Model for Evaluation of Universities SystemDesigning a Model for Evaluation of Universities System1331412341010.22059/ijms.2011.23410ENSeyed MostafaRazaviAssistant profossor, University of Tehran, IranJournal Article19700101Control and evaluation are major secrets of an organization's survival.Universities, as research and educational organizations, need to be evaluated in
order to survive. The results of educational activities encompass a vast spectrum including the graduates, researchers and planners, scientific publications, as
well as satisfaction of students, parents, profossors and staff (Ramsden, 1996).Therefore, various aspects of universities' performance should be evaluated
This study tries to prOVide an answer to the addressed necessity. In this research an attempt has been made, by integrating performance evaluation
models of organizations, antecedent of research and utilizing of opinions of experts and the stakeholders, the difforent indexes of performance evaluation of
an organ of higher education has been categorized in a frame work of a model. Twenty-two main indicators are presented under three general indicators of
Inputs, Processes and Outputs, and in the seven schools of Humanities colleges ...https://ijms.ut.ac.ir/article_23410_80d56b23649de81bdf7230b18de27670.pdf