عنوان فایل ترجمه فارسی: تحلیل استراتژیک مدیریت منابع انسانی در ایران
عنوان نسخه انگلیسی: An analysis of strategic human resource management in Iran
مرتبط با رشته های : مدیریت
تعداد صفحات مقاله فارسی: ۱۳ صفحه
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قسمتی از متن انگلیسی:
Managerial culture in the organizations Based on the results of study made by Yeganeh and Zhu (2007), they characterized the Iranian management culture highly traditional values such as collectivism, past orientation, hierarchical distance and evil orientation expressed in terms of mistrust and conspiracy. As Iran population is mostly young and one of the characteristics of youth people in Iran is working more individually rather than working in teams and groups, it is concluded that organizational culture is mostly individualist rather than collectivism. The characteristic of traditionally based of Iranian organization has produced more bureaucracy and less flexible toward the environmental changes and as a result less competitive. This hypothesis might be supported by empirical study of Hofstede(1980) who affirmed that individualistic cultures tend to be economically more developed. Past orientation, in Iranian culture is still influential and effective, even in the organizational culture. The other cultural trait that has resulted in the organizational managerial style is the family oriented trait of Iranian. This refers to an attribute emphasizing one’s willingness to sacrifice personal gains for the sake of family interest (Forbis, 1980;Hillman,1990;Adam,1972). Spread of this trait between the managers of the organizations, has made the basis of recruiting the employees based on the relations rather than knowledge and experience. This might be found more or less in different countries, but the more it expands, the deeper root of it will waste a country’s capital. The other characteristic that needs to be added to the above is that the managers unnecessary dynamism. In the situations that top governors are changed in the country, (and by considering that Iranian organizations are more governmental based), in most cases the managers of organizations are also changing. This shifty trait happens at the time that managers are not changed by pursuing this method, in away that they try to adopt themselves to what the new governors want, in order to keep their position. This may result to making changes on the previous work system in the organizations or even making reselecting among the employees and undergone projects
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