Alireza Moumivand; Adel Azar; Abbas Toloie Eshlaghy
Abstract
Soft OR from pluralist paradigm has effective approaches to structure and improve problem situations with different stakeholders’ worldviews and conflict of interests. The approaches, structure and improve messy situations. In this study, we used Soft System Methodology (SSM) as a popular soft ...
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Soft OR from pluralist paradigm has effective approaches to structure and improve problem situations with different stakeholders’ worldviews and conflict of interests. The approaches, structure and improve messy situations. In this study, we used Soft System Methodology (SSM) as a popular soft approach at two levels. First, we applied Soft System Methodology process (SSMp) to plan the systemic intervention process in the employee promotion System of an oil and gas company. Then, Soft System Methodology content (SSMc) was used to investigate the content of the company's employee promotion system that caused employees’ dissatisfaction. By considering managers’ and employees’ worldviews, three root definitions were made. At this phase, fair condition to present different points of view was applied. So, employees with different organizational power levels expressed their opinions openly. Finally, stakeholders’ participation through the discussion helped to build an agreed model and a root definition, and agreed actions for addressing defects of the employee promotion system were proposed.
Ghasem Ansari Ranani; Mandani Tounkenejad
Volume 6, Issue 15 , March 2007, , Pages 25-50
Abstract
In recent decade many human resource specialist and authors achieve success for aligning and integrating in human resource subsystems. One of these practice developing and formulating competence models as base of human resource development and integrating between training, human resource planning, selection ...
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In recent decade many human resource specialist and authors achieve success for aligning and integrating in human resource subsystems. One of these practice developing and formulating competence models as base of human resource development and integrating between training, human resource planning, selection and others human resource units and subsystems. This research aimed to developing and formulating coherent and local model for National Iranian Oil Company. Because of especial NIOC nature and background and governing of especial managerial systems, applying and using current models cannot responsive to company demands. So, company for developing local model need to use grounded theory approach for exploration of tacit knowledge and applying this knowledge to creation competency model. Based on research result, competency model have 5 dimension and 19 items. After model designing, for validity and reliability confirmation, 74 questionnaires completed by supervisors. Data analysis shows that all dimension and items are valid and suitable for NIOC. Also, based on data analysis process improvement dimension is more important than others in model and human resource dimension was less important.
Akbar Alam Tabriz; Mohammad Bagherzadeh Azar
Volume 5, Issue 14 , December 2006, , Pages 55-73
Abstract
At the beginning of the last century, division of labor principle was introduced as a factor for creativity drive, and economical saving, and the requirements of such principles led to hierarchical, task and authority-oriented organizing of different enterprises and organizational levels. This results ...
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At the beginning of the last century, division of labor principle was introduced as a factor for creativity drive, and economical saving, and the requirements of such principles led to hierarchical, task and authority-oriented organizing of different enterprises and organizational levels. This results a shift in goals and tasks of organizations. By Increasing demand and application of automation in order to recompense production task- orientation and customer’s demand as the main goal of organization was marginalized. Although this approach was effective in the period of inadequacy of supply for demand, at the time of abundance of supply for demand and organizations focus on customer’s demand it lost its efficiency so needs another approach, new condition requires this approach to be holistic and result oriented, and whenever and even during the performance of any task, the final product and customer’s pure demand must be pivot of activities. In other words, personnel at every stage should think about serving customers and realize their demands. The new approach was totally different from the task-oriented one and had a process-oriented nature. This transmission from task-orientation to process orientation paradigm is the subject of a research which was conducted in an industrial- productive enterprise via action research approach contracting. This research has developed the process- oriented approach to management system based on process in a way that inheres in itself continuous improvement, whose result would be prescriptive and descriptive. Process orientation, contrary to task orientation that focuses on the way of performing an action, emphasizes the cause of this approach in order to organize all of the organizational elements and resources for realizing the customer’s demands.
