دکتر نظام الدین فقیه author کورش اسماعیل نژاد author text article 1998 per This paper employs the Fourier transformation of the autocorrelation function and spectral analysis approaches in sequential analysis, for system identification of the OPEC oil price changes- Moreover, the cross correlation and in pulse response approaches are also used to establish a relationship between the oil Price and the oil supply, as the system 0utput and in put, respectivepy, which l11ay be considered as forecast for the oil prices. دانشکده مدیریت دانشگاه تهران 41و42 v. 0 no. 1998 https://jmk.ut.ac.ir/article_15088_19522b473609c6c1c888b0abfb6fa172.pdf دکتر ایرج نوروش author text article 1998 per The question of the proper degree of decentralization or devolution in large organizations is a very old one. As is often the case, however, antiquity alone does not necessarily imply that the answers that have been given to it are satisfactory. Patterns of decentralization have evolved and been tested as organizations have grown. Effective patterns have survived, but the evolutionary process has been a costly one. Through years of casual and personal judge111ent, the first appromate answers have en1erged, and recently the western countries have begun to give a systel11atic appraisal of what these answers are.' But in our domestic organizations, like Arak Machinery Manufacturing Complex and Electricity, Water and Sewage Co111panies, the emergence of organizations that seem to cycle back and forth bet wee n relatively high degrees 0f centralization and decentralization, is a reminder of the occurrence of the primitive unsystematic costly experiences of old days. دانشکده مدیریت دانشگاه تهران 41و42 v. 0 no. 1998 https://jmk.ut.ac.ir/article_15089_2a76c11915ff31d42ff52483041c1bbb.pdf دکتر فرج ا... رهنورد author text article 1998 per Participation is a multi- faceted concept. It has bee n conceptualized as a unitary concept but operational zed in a variety of ways. That is why people have different perceptions of participation. Those in favor of participation emphasize its benefits and consider p_1rticipation as a tool for solving many organizational problems. Those against, concentrate on the dysfuntion of participation and try to neglect its expected results. In spite of such arguments, There are theoretical reasons to believe that its effectiveness depends on a number of contextual factors. The results of recent meta- analysis of the ambiguous effects of participative decision-making on productivity and satisfaction have confirmed this claim and led to a possible conclusion: Participation works only under the same circumstances. As a result, the diversity of findings on the influence of participation has stimulated researchers to look for contingency-type variables in the relation between participation and expected outcomes. This article considers the pros and cons of participation and introduces situational participation as a third approach. دانشکده مدیریت دانشگاه تهران 41و42 v. 0 no. 1998 https://jmk.ut.ac.ir/article_15090_e9ac0e60a5a4e27af1fdf76630c77bc0.pdf دکتر غلامرضا فدایی عراقی author text article 1998 per This article consists of an introduction, three parts and a conclusion. In the first part, it deals with Some personal. characteristics of 111an and the importance of education and training to achieve the ideals. In the second part, it deals with Some social activities and characteristics of organizational men1 hers. In the last part, some characteristics of an ideal manager are l1lentioned. In conclusion, the out her suggests that the Islamic thinkers and university scholars should develop their ideas and theorize their managerial experiences. دانشکده مدیریت دانشگاه تهران 41و42 v. 0 no. 1998 https://jmk.ut.ac.ir/article_15091_d75dca420d6beb7e3dcba65508cc12bb.pdf علی محمد احمد وند author text article 1998 per In order to attain a more pleasant situation, organizations often strive to formulate a strategy. For many years, numerous concepts and techniques have been suggested for the purpose of a achieving an appropriate strategy out of which some center on adjusting the resources and skills of an organization to the opportunities and risks arising from the external environment (porter Buzz ell and Bradley) and Some others ell1phasize the resources and capabilities of an organization as drives for co111petitive benefits (Grant 1991). All such concepts and techniques il1lply the possibility of identifing a systematized strategic direction. Today, it is crystal clear that this end Blight be achieved only when the assul1lptions concerning the environmental turbulence have not changed and the goals of the organization have been properly defined. (Mintz berg) challenging different rivalries shall demand a new approach to the strategy. Strategy formulation and developIl1ent are traditionally based on a process of this conception that a business environn1ent is analyzed with regard to the causal rein tions between external and internal cricumstances and the resultant strategy is forn1ed by drawing on a single- oriented approach. Most of the strategy developn1ent processes tend to focus on the tasks performed by Andrews Kristian sell at Harvard Business School in the 1960s. Such processes, by employing the single - oriented approach, entail son1e defined steps which are consecutively taken as follows: Feurer and Kazem chaharbaghi, 1995) 1 - Data collection and analysis 2 - Forll1ulation of strategies 3 - Evaluation of strategies 4 - Selection and implementation of strategies However, owing to rapid environmental changes which transform the value systen1 of a business environl11ent, it seems in appropriate to en1ploy the single-oriented approach causing the initial assumptions to change before a strategy could be established or implemented such observations necessitate us presenting a dyna111ic approach based on SOI11e fundamental itell1s as fol1ows: 1 – a regular simultaneous and timely assessment of the simul characteristic and urgent issues of the organization as well as choices of its competitive enviroment. 2 - Ability to identify the essential strategic ite111s appropriate to the cricumstances. 3 - AbilitY to measure the speed 0f impiementing the formulated stratey. 4 - Ability to shift from one strategic direction to another choice restarting the process of implementation from one strategic direction to another. The foregoing ite111s dell1and that the dynamic formulation and development of a strategy account for the following there process which are accoplished in parallel with each other: 1 - Deterll1iation of strategic items 2 - AsseSStl1en t of the organizations present competive situtaion 3 - Identification of strategic change process Research has proved that policy l11aking is an extraordinarily complex process in which delicate, intangible and often unconcious factors emerging from humann thought have effective roles. The subject of learning plays a considerable role in the creation of new strategies (Mintzberger). The rational logic used in dealing with the countless intricacies of the strategic behavior seems to be ineffective (is like a wood stick). By no stretch of the ill1agination could ratiocination work on that scroe and rationalists build their house on the quick sands. Therefore, it is necessary to gain some behavioral and political insignts into the views in conjunction with a logical behavioral and political framework of argu111ents.( Ansoff, 1996) دانشکده مدیریت دانشگاه تهران 41و42 v. 0 no. 1998 https://jmk.ut.ac.ir/article_15092_7bb97282a8167ba6e3cf5d1f8f15f424.pdf محمد علی زکی author text article 1998 per One of the Fundamental issues in the sociology of organizations is to study the managers' skills. Perceptive skil1 is considered to be one of the managers' skills . The manager's philosophical subjectivity is indicative of the perceptive skill which is divided in to three dimensions 0f comprehensiveness, profundity and flexibility. The present paper is a report on l11easlIrable study concerning the social dimensions of managers' philosophical subjectivity conductied in the spring of 1998 in Najafabad and Seillirol11 towns. The social dimensions are primarily intended to el11phasize social segregation (including sex and education), social organization, social structure as well as 111anagerial background. The data include 200 managers in four organizations which have been collected through questionnaires and extracted and analyzed by computer (SPSS) in the windows. دانشکده مدیریت دانشگاه تهران 41و42 v. 0 no. 1998 https://jmk.ut.ac.ir/article_15093_294475815ac0c55d8e51f1c4378301ca.pdf رسول بابا رضا author text article 1998 per Management regarded as the most outstanding human factor, plays a vital role in achieving the goals of organization. The managers of organizations parellel with technological advance and emergent developl11ents, inevitably encounter new conditions and settings and in order to keep pace with such changes they will have to acquire further knowledge and special skills. Therefore, it is great importance to update, reinforce and enrich the 111anagers' professional knowledge and expertise. It is evident that organizational developments and managerial effectiveness shall entail educational planning and support. Education, as a means of remodifying the framework of organizational experiences, fills the gap between technical¬ professional knowledge and the essential skills in order to appropriately discharge the assigned responsibilities and oluties. Researchers and theorists or the organizational science are or the opinion that it is a must to draw on managerial education so as to increase efficiency improve managers' performance and optimize organization management. Although education is not highly valued in the developing countries owing to the doI11inance of tradetional systems over organizations and lack of long-tefI11 planning, organizations have, with passage of time and in parallel with the development of social systems, carefully examined the weaknesses and strengths of managers' performance and the outcome or decision - Hulking so as to solidify or rectiry the measures taken and finally exsure their survival and secure their mininmum intersts. To achieve this end, execution of the educational process is indispensable . Such process will primarily include interviews with managers and evaluation of their traits and performance and will terminate with educational operations (educational needs analysis, educational planning, execution and evaluation). The paper concludes that the l11anagers' performance and their educational needs in updating their knowledge may not be achieved only by conducting several educational courses. Therefore it is vitally important to design a regular educational system so as to improve the quality of organizational management performance. دانشکده مدیریت دانشگاه تهران 41و42 v. 0 no. 1998 https://jmk.ut.ac.ir/article_15094_93834432377665b2f1256b50991cc9c1.pdf دکتر داوود سلمانی author text article 1998 per - دانشکده مدیریت دانشگاه تهران 41و42 v. 0 no. 1998 https://jmk.ut.ac.ir/article_30732_a5f95fd2cc346d8df67a7004cbda90ad.pdf