Processing the Theory of Management by Reactions: To Comes and Comes On | ||
| مدیریت سازمانهای دولتی | ||
| Article 2, Volume 6, Issue 1, January 2018, Pages 25-34 PDF (873.35 K) | ||
| Document Type: Exploratory | ||
| Author | ||
| jahan abdi* | ||
| Abstract | ||
| The lack of futurism of some managers of public and private organizations and their surprise against various events, such as natural disasters, indicates a specific management style that is called reaction management. The use of such a lightness, due to reduced trust of the stakeholders and the reduction of social capital, causes the destruction of the organization's brand and its brand. therefore, the purpose of this research is to achieve a theory on identifying the causes of reaction management in the organization, determining the results and solutions, and also understanding this phenomenon. In organizations and change in behaviors. the research approach is qualitative and the research strategy is based on the data theory of the foundation. To collect the data, the present study The semi-structured interview was conducted and to analyze the data, binomial statistical tests And Friedman were used. A theoretical and purposeful sampling (judgment and snowball) was used to based on this, there were 15 interviews with managers, faculty members and organizational experts They had experience and knowledge about the cause of the response management and its outcomes. According to the findings of the research, it was found that the lack of Strategic thinking, lack of merit, lack of crisis management training, lack of management expertise, managers' daily routine, lack of information systems, and ignoring time are the cause of reaction management of organizations that cause the destruction of the organization's face. | ||
| Keywords | ||
| "Reaction Management"; "Broken Windows"; "Corporate Faces"; "Various Events". | ||
| References | ||
|
الوانی، سیدمهدی (1378). «نقش مدیریت در ایجاد و توسعة سرمایههای اجتماعی». تدبیر، شماره100، 29-32. عباسزاده، میرمحمد (1378). مسائلی در مدیریت دولتی ایران. اورمیه: جهاد دانشگاهی ارومیه. دانشگاه ارومیه، 37-46. چاکلی، عبدالرضا و محمدحسین دیالی (1386). «عوامل مؤثر بر موفقیت مدیران مراکز ملّی اطلاعات علمی در ایران. سازمان کتابخانهها». موزهها و مرکز اسناد آستان قدس رضوی، دوره10، شماره،4، 145-176. لاودن، کنثسی و لاودن، جین پی (2006). سیستمهای اطلاعات مدیریت. ترجمه حبیب رود ساز، سینا محمد نبی و امیرحسین بهروز، تهران: دانشگاه علامه طباطبائی. نصیریپور، اشکان؛ محمود رضا گوهری و ابوالفضل نفیسی (1389). «رابطه برند سازی و شاخصهای عملکردی». مجله مدیریت سلامت، شمارة ۱۳. Aberaham, D. (2015). the importance of management development in an organizational system. Linkedin. Abratt, R. & Kleyn, N. (2012). “Corporate Identity, Corporate Branding and Corporate Reputations: Reconciliation and Integration”. European Journal of Marketing, 46(8-7), 1048-10632. Bateman S., Scott, T. & Snell, A. (2007). Management Leading & collaborating in a competitive word. Seventh Edition, MC Graw Hill, Irwin. Bonn, I. (2001). “Developing strategic thinking as a core competency”. Management Decision, 39(9), 63-70. brain,T.(2007). Plan and prioritize. Arlington. united states: sage. Dearstyne, B. (2007). “The FNDY on 9/11: Information and decision making in crisis”. Government Information Quartely, 18(1). Julian, B. (2010). “reinventing Management”. Ivey Business Journal Online. Hatch, M. & Majken, S. (2003). “Bringing the corporation in to corporate branding”. European Journal of marketing, 37(718), 1031- 1064. Ibrahim, M. (2016). From Reactive to Proactive Management. BPharm on LinkedIn. Goldsmith, A.(1996). “Strategic Thinking in International Development:Using Management Tools to See the Big Picture”.World Development, 24(9), 1431-1439. Lanser, M. A. (1998). Design of a strategic information system to assist executive and management staff at universities. dissertation of Doctor of Education Nova Southeastern University. Lauge Baungaard Rasmussen. (2015). From a reactive to a proactive approach. The Technical University of Denmark, Building 426, Production store, DK-2800 Kgs. Lyngby,1-25. Lysgaard, S. (1961). Arbeider collective. Oslo University of forlag, N. Lorenz, J. G. (2010). Corporate Brand Management: Aligning Core Values, Strategic Vision,Corporate Culture and Image. University of twenty Faculty of behavioural Sciences Department of Communications Studies 7500 AE Enschede,1-32. Luthans, F. (2008). Organizational Behavior Eleventh Edition. MC Graw Hill, Singapore. Mac - neel, J. (2005). “Casual explanation, qualitative research and scientific inquiry in education”. educational researcher, 33(2), 3-11. Mertel, S. (2010). Olympic rings world`s most recognizable brand with protection to match canadian press. 23 . Mohammed, I. & laeddin, A. (2017). “Impact of Strategic Thinking on Organization's Core Competencies”. Middle-East Journal of Scientific Research, 25(3), 482-488. Mulline, J. B. & Stephen, A. (2007). Sport marketing. Third edition. Chapter & Gladden, J. managing sport Brand.1-536. Neil, K. (2017). management Training Specialists: Be proactive in your management Style. Patrick, H. (2016). Managing Extraordinary Risks: Proactive and Reactive Strategies. Department of the Prime Minister and Cabinet, Wellington, New Zealand. https://www.irgc.org/risk governance/resilience/. Philippe, D. (2016). Proactive versus reactive approach. which is better? Conservatoire National des Arts et Métiers. Rasmussen, L. B. (2005). “The narrative aspect of scenario building :How story telling may give people a memory of the future”. AI & Society, 19, 229-249. Tim, B. (2008). proactive VS. reactive management. http://www.ElectricArticles.com. Tyler, P. & Molly, D.(2016). Systems Thinking & Strategic Thinking. Hiefofstaff, expert. Zhiang, L. & Kathleen, C. (1993). “Proactive or Reactive: An Analysis of the Effect of agent style on organizational decision making performance”. Intelligent systems in accounting, finance and management, 2, 271-287. | ||
|
Statistics Article View: 1,703 PDF Download: 1,242 |
||