موانع اجرای راهبرد در سازمان‌های فرهنگی

نوع مقاله : مستخرج از پایان نامه

نویسندگان

1 مدیر بهبود و تعالی سازمان مؤسسه رشد پویای نجات

2 دانشگاه علامه طباطبائی

3 عضو هیات علمی گروه مدیریت بازرگانی دانشگاه علامه طباطبائی و عضو هیات مدیره بانک مهر اقتصاد

چکیده

هدف این پژوهش شناسایی و اولویت‌بندی موانع کلیدی اجرای راهبرد در سازمان‌های فرهنگی است. روش اجرای پژوهش حاضر آمیخته است. جامعه‌ی آماری پژوهش، خبرگان سازمان‌های فرهنگی کوچک مقیاس و دانشگاهی در شهر تهران بودند. حجم نمونه در بخش کیفی ۱۳ نفر از مدیران ارشد، مدیران میانی، مشاوران راهبردی و بنیان‌گذاران سازمان‌های فرهنگی کوچک مقیاس بوده‌اند که با استفاده از روش گلوله برفی انتخاب شدند. در بخش کمی، ۲۰ نفر از این افراد با روش نمونه‌گیری هدفمند به عنوان نمونه انتخاب شدند. جهت تحلیل اطلاعات در بخش کیفی از تحلیل مضمون و در بخش کمی از تحلیل سلسله-مراتبی استفاده شده است. بر اساس نتایج یافته­های تحقیق‌، 12 مانع کلیدی برای اجرای راهبرد در سازمان‌های فرهنگی شناسایی و اولویت‌بندی شدند که به ترتیب اولویت‌بندی عبارتند از: ضعف در مدیریت مدیران، عدم تعهد کافی مدیران در اجرای راهبرد‌ها، فشار ذ‌‌ی‌نفعان و حامیان مالی، تخصص ناکافی نیروها، مشکلات فرهنگ حاکم بر نیروهای انسانی، ضعف در تدوین و بازنگری راهبرد‌ها، ساختار سازمانی نامناسب، ضعف در آموزش نیروها، باورنداشتن به ضرورت علمی بودن فعالیت‌ها، ضعف در شاخص‌های دقیق ارزیابی فعالیت‌های فرهنگی، عوامل مربوط به شغل و شاغل، ضعف در مقررات و دستورالعمل‌های سازمانی.

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

Barriers to strategy implementation in cultural organizations

نویسندگان [English]

  • parham shahbazi 1
  • Shahram Khalilnezhad 2
  • mahdi ebrahimi 3
1 Organizational Improvement Manager
2 Assistant Professor of Business Management, Allameh Tabatabai
3 Assistant Professor of Business Management, Allameh Tabatabai
چکیده [English]

The purpose of this study is to identify and prioritize key barriers to strategy implementation in cultural organizations. The method of this study was mixed (qualitative and quantitative). The statistical population of this study was the experts of small scale cultural and academic organizations in Tehran. The sample size in the qualitative section consisted of 5 senior managers, middle managers, strategic advisors, and founders of small-scale cultural organizations selected through a combination of available sampling and snowball technique. In the quantitative section, five senior managers, middle managers, strategic advisors, and founders of small-scale cultural organizations and academic experts were selected through purposive sampling. The content analysis was used to analyze the information in the qualitative part and hierarchical-analytic analysis in the quantitative part. Based on the results of qualitative and quantitative findings, 12 key barriers to strategy implementation in cultural organizations were identified and prioritized in order of priority: weakness in managerial management, lack of managerial commitment in strategy implementation, stakeholder pressure and sponsors, inadequate expertise. Forces, problems with the culture of human resources, weaknesses in formulating and revising strategies, inadequate organizational structure, weaknesses in training forces, believing in the necessity of scientific activities, weaknesses in accurate indicators of cultural activity evaluation, factors related to employment and occupation, weaknesses In the rules and instructions Enterprise.

کلیدواژه‌ها [English]

  • strategy
  • Strategy Implementation
  • Cultural Organizations
  1. Babakhani, M., & Asghar, (2016). Politics and culture - indicators of cultural policy making from Imam Khomeini's viewpoint. Iranian Cultural Research. 57-90.
  2. Bahmani, A., Zare, R., & Fazeli Kobra, H. (2017). Explaining the relationship between environmental factors affecting strategic cultural planning. Strategy. 4.
  3. Behzad Nasib, M. (2016). Investigating the status and position of cultural diplomacy policy of the Islamic Republic of Iran. Letter of Culture and Communication. 267-292.
  4. Bey, N., Hauschild, M. Z., & McAloone, T. C. (2013). Drivers and barriers for implementation of environmental strategies in manufacturing companies. CIRP Annals, 62(1), 43-46.
  5. Daneshvar Hosseini, E. S. (2013). Investigating the relationship between strategic thinking of managers of business organizations and their success in global markets case study: Pakshoo Company, M.Sc., Faculty of Management, University of Tehran.
  6. David, F. R., & David, F. R. (2016). Strategic management: A competitive advantage approach, concepts and cases. Pearson
  7. Farajpour Khana Pashtani, Gh., & Noursalana, R. (2011). An integrated framework for strategy development and implementation in Iran post company, International Journal of Industrial Engineering and Production Management, 22(1), 90 -78.
  8. Gholami, B. (2017). The role of strategic management tools in strategic human resource planning. Human Resource Management Research. 1-25.
  9. Ghorbani, M. H., Goodarzi, M., & Safari, H. (2015). Identifying and developing barriers to implementation of strategic plans in the ministry of sport and youth of Iran. Sport Management Studies 31. 13-32.
  10. Goromonzi, W. O. (2016). Organizational culture, strategy implementation and commercial bank performance in Zimbabwe. International Review of Management and Marketing, 6(2), 307-316.
  11. Hrebiniak, L.G. (2006). Obstacles to effective strategy implementation. Organizational Dynamics, 35, 12-31.
  12. Kaplan, R, & Norton, (2007) Strategic alignment with balanced scorecard synergy, Live, B, Ariana Industrial Research Group, Asian Publications.
  13. Khalili Shorini, S., & Mohadari, M. (2014). Understanding the barriers to implementing strategic plans and prioritizing them. Strategic Management Research 56. 111-132.
  14. Khazaii, J. (2016). Analytical hierarchy process (AHP). In Advanced Decision Making for HVAC Engineers, 73-85. Springer International Publishing.
  15. Köseoğlu, M. A., Barca, M., Karayormuk, K., & Edas, M. (2009). A study on the causes of strategies failing to success. Journal of Global Strategic Management (JGSM), 3(2), 77-90.
  16. Lashkar Blocky, M. (2013). Strategic thinking commands and techniques, Nas Institute of Science and Technology, First Edition, Tehran.
  17. Loghman Astraki, S., Yazdani, H. R., Hakim, A., & Kadayaj, A. (2017). Providing a roadmap for using information technology capabilities in strategy execution. Science and Technology Policy. 5-15.
  18. Morden, T. (2016). Principles of strategic management. Routledge.
  19. Naini, R. (2010). Introduction to Cultural Management, Saghi Publishing.
  20. Y, (2013). Quantitative effects of drivers and barriers on networking strategies in pubilc construction projects, international journal of project management, 18,1-12.
  21. Rahimnia, F., Polychronakis, Y., & Sharp, J. M. (2009). A conceptual framework of impeders to strategy implementation from an exploratory case study in an Iranian university. Education, Business and Society: Contemporary Middle Eastern Issues, 2(4), 246-261.
  22. Rahmani, Z. A., Rah Chamani, A., & Tayebi, S. (2012). Investigation of barriers to strategy implementation in Golestan province tax administration. Development Management 9, 11-18.
  23. Thompson, A. A., & Strickland, A. J. (2003). Strategic management: concepts and cases: McGraw-Hill/Irwin.