Volume 2 : Issue 3, September 2012

Table of Contents, 15 September 2012

Research Title/ Field

Article (Abstract)


The Relationship among Organizational Culture and Entrepreneurship in Personnel of Islamic Azad University, Islam Shahr Branch

Original Research, B9

Ghafoorian, H. Sarkhosh, S. Bahrami, P. Lotfi A. and Abadi M.

J. Educ. Manage. Stud., 2(3): 55-60, 2012

ABSTRACT: The current study is aimed at conducting an investigation into the review on relationship between organizational culture and organizational entrepreneurship among personnel of Islamic Azad University (IAU), Islam Shahr Branch (Iran). In this research, predictor variable is organizational culture and organizational entrepreneurship is the criterion variable. Methodology of the current study is of descriptive and correlation type. Statistical population of the present study includes all personnel of IAU Islam Shahr Branch., which comprises 339 participants. Sampling technique that has been adopted for this study is of classified random method and sample size consists of 187 of personnel. In this investigation, Hofstede’s Cultural Scales (Inventory) has been used as a tool for collection of data and information, including 25- questions with 5- choices (based on LIKERT Scale) in four dimensions: Masculinity/ Femininity, Power Distance, Uncertainty Avoidance, and Individualism/ Collectivism and also Homan’s Questionnaire including 95- questions with four- choices in some dimensions like perseverance, responsibility, risk- taking (riskability),control focus, verbal validity, innovation and creativity and flexibility where reliability coefficients of them were determined by Cronbach’s Alpha Coefficient as 0.79 and 0.98 respectively. In order to analyze data, SPSS-15 software has been utilized. Several techniques and descriptive statistics have been used to calculate indices of central tendency, dispersion parameters and graphs while inferential statistics was adopted to identify Pearson correlation coefficient as well as multivariate regression to conduct testing of hypotheses in the given study. Findings came from this study include: There is positive significant relationship among organizational culture and entrepreneurship in personnel of this university at level (0.01); there is no significant relationship among masculinity (patriarchy) culture and entrepreneurship; there is significant relationship among collectivism and entrepreneurship. Also there is significant relationship between dimensions of organizational culture and change and innovation and among of these, dimensions of riskability and masculinity may predict creativity among managers. This study refers to significant relationship among uncertainty avoidance (ambiguity aversion) and power distance with entrepreneurship and to that power distance relates significantly to entrepreneurship while there is a positive relationship among uncertainty avoidance and entrepreneurship.
Organizational Culture, Masculinity/Femininity, Power Distance, Uncertainty Avoidance, Collectivism/ Individualism, Organizational Entrepreneurship  


A review on the role of Knowledge Management in improvement of performance of Police Commanders

Original Research, B10

Darvishi S. and Asadifard M.

J. Educ. Manage. Stud., 2(3): 61-68, 2012

ABSTRACT: The present study has dealt with the role of knowledge management in improving the performance of police commanders. The statistical population of the current research includes all Iranian Police commanders where according to simple randomized sampling method and formula for determination of sample size, it comprises of 97 commanders as participants in this study. The measurement tools in this study are 32 question knowledge management questionnaire and 20 question commanders’ performance inventory, respectively. Validation of both tools was confirmed by face validity and their reliability was computed by means of Cronbach’s Alpha coefficient where this value for knowledge management questionnaire and commanders’ performance inventory was calculated as 0.83 and 0.81 respectively. These tools was administered on sample group and analyzed statistically based on Pearson Correlation Test and Single Sample t-test so that the results suggested as follows: There is significant relationship among knowledge management and improvement in planning ability of police commanders; There is significant relationship among knowledge management and improvement in organizing ability of police commanders; There is significant relationship among knowledge management and improvement in decision- making ability of police commanders; There is significant relationship among knowledge management and improvement in leadership ability of police commanders.
Knowledge Management, Planning, Organization, Decision-Making, Leadership, Performance


Review of the Effective Factors on Job Satisfaction among Police Commanders

Original Research, B11

Mirzakhani A. and Salimi A.

J. Educ. Manage. Stud., 2(3): 69-74, 2012

ABSTRACT: Title of the present study is Review of the effective factor on job satisfaction among police commanders. The main question in this study is: How to promote job satisfaction among police commanders? Research hypotheses have been drawn up as a major hypothesis (i.e. Intra-organizational factors affect on job satisfaction among police commanders.) and three minor hypotheses including occupational factors, contextual factors (environment), and individual factors affect on job satisfaction among police commanders. This study is descriptive- analytical in terms of the used method and also applied type in terms of objective. The given information of this subject was collected by means of documentary- exploratory technique through library, websites as well as interviews with police elites and the realized questionnaire from LIKERT Spectrum Type out of statistical sample that included all commanders in police stations located in two aforesaid towns with 90 participants. Data were analyzed by T-test and all three minor hypotheses as well as major hypothesis were confirmed. Afterwards by conducting Friedman ANOVA Test, the priority (ranking) of the impact of each of factors on job satisfaction among police commanders, it was characterized that the highest impact was related to occupational factors and then contextual factors and at last individual factors.
Job Satisfaction, Commander, Police Station


An Investigation into Technique of Development of Police Operational Managers

Original Research, B12

Rabi-Al-Nejat M. and Javadi H.

J. Educ. Manage. Stud., 2(3): 75-81, 2012

ABSTRACT: It has been tried in this study to review the best method of development each of competency criteria for police operational managers and in fact its main objective is to study and examine the appropriate techniques for development and training police operational managers in relation to criteria of their competency. The present study has been designed by descriptive probation (survey) method and its statistical population includes heads of police stations, police deputies and disciplinary experts which calculated as approximately 400 participants out of whom 180 respondents were chosen as sample population among of this group by means of randomized cluster sampling technique. The measurement tool of this study is a 25- question questionnaire that its validation has been obtained by Face Validity. Cronbach’s Alpha Coefficient has been utilized for computing reliability of this questionnaire as well where this value was 0.91 so this suggests that the given inventory has the needed reliability and validation for measurement. Research findings have been analyzed by Friedman ANOVA Test and eventually the results and some executive and applied strategies were purposed for this study. Of major results of this study, one may refer to this point that in order to strengthen disciplinary knowledge, accountability and creativity among heads of police stations, job turnover, temporary promotion and role- playing methods are the best techniques respectively. Similarly, to improve ability of decision making and their communication capabilities, there is no tangible difference among rates of impact in various tested techniques from each other.
Management Competency, Management Development, Training, Development Techniques, Operational Managers, Knowledge, Skill