The study of the relationship between agility and employee productivity (Case study: Governor of Sistan and Baluchestan)

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1 : The study of the relationship between agility and employee productivity (Case study: Governor of Sistan and Baluchestan) Abdol Ali Keshtegar Department of Management and Accounting, University of Sistan and Baluchestan, Iran Sorayya Seyedzadeh Department of Management and Accounting, University of Sistan and Baluchestan, Iran Abstract The main purpose of explaining the relationship between agility and employee productivity is the governor of Sistan and Baluchestan. Employee productivity in organizations today as an important factor in achieving organizational objectives, increase employee morale, industrial and organizational efficiency and ultimately improve job satisfaction among employees is considered the third millennium. Organizational agility as well as providing staff productivity variables and factors have been proposed in recent years. The aim of this study was to determine the relationship between organizational agility and productivity of employees in Sistan and Baluchistan. This research is a descriptive and correlational research that has been done to the survey. The study population consisted of all the employees and staff of Sistan and Baluchistan in And, of using formula and random sampling of 480 subjects were recruited from the community. Data collected using a researcher-made questionnaire with the agility and productivity of employees. Finally, in this study, the researcher has attempted to present a complete description and explanation on the subject of the relationship between agility and employee productivity began to explore the views of experts in the field and the composition and evaluation of the various models and theories proposed by scholars to create a model based on existing models and the population has been investigated. The main hypothesis of the research impact of the relationship between agility and employee productivity is according to the results, this results Shows that there is significant positive correlation between the dimensions of organizational agility and flexibility, accountability, culture change, speed, integrity - low complexity, high quality - custom manufacturing, central competence and productivity of employees. Keywords: organizational agility, organizational empowerment, productivity 1.Introduction In recent decades, the success of organizations depends on their ability to identify customer needs and provide fast and affordable services to meet their needs and increase staff productivity in this direction. Meanwhile today, "agility" as the dominant paradigm of business in the third millennium, and as has been the best option for the survival of organizations in manufacturing and service organizations, and the public interest. Following this regard, efforts to achieve a desired level of flow is proportional to the agility of the organization. In the current economy, the need to achieve profitability due to changes in customer needs and increase efficiency at various levels of staff performance in terms agility approach the performance of the organization. The organization ensures that the survival and continuity of services in a form suitable, reliable, fast, affordable and tailored to their expectations and demands of customers, satisfaction, and loyalty to their cause (Fotros and Beygi, 2010). It cannot be achieved unless the attention of organizations competing to create staff efficiency in the organizational structure and the managers and put on top of their work in developing and defining strategies and policies. Productivity because it has affected all aspects of the enterprise, based on shared beliefs and values, empowers organizations to impact on individual behavior and attitudes, motivation and job satisfaction and performance, staffing, structure and goals, develop and implement policies and strategies to achieve effectiveness and efficiency. The relationship between agility and employee productivity influential element in the organization, especially in today's organizations and agility of the new paradigm of success and alignment with the main objective of this research will be changes to researchers and organizations that they intend to examine the relationship between agility and employee productivity and to implement, and it can use to increase efficiency and effectiveness provides guidance. 335

2 1.1.Research Objectives The ultimate goal of this research and other research related to the improvement and organizational change and organizational processes will be done, it can help to achieve the objectives of economic, social, etc., but the objectives of this study include practical and scientific purposes can be quoted as saying that the main purpose of scientific aspects of the relationship between agility and employee productivity factors that cause or development is perhaps the basis for found by other researchers on this subject, but the practical purpose of this study and the identification and analysis, and provide recommendations and solutions in order to determine and explain the relationship between agility and efficiency that can help employees to improve and enhance the current thinking of Sistan and Baluchestan. 1.2.Review of previous literature Review of studies related to the topic from different sources such as universities and scientific research centers, provision of resources, confirms the point that Iran is little research done on the subject, however, a similar study found that one can say that the debate concerning the relationship between agility and employee productivity as well as many other topics have been working in the field of Humanities and Social Sciences, therefore, each of them with the differences and similarities, studies on the subject has been conducted and the results used to determine the time and place that include: 1. Research the role of knowledge management in the agile path of descent by Seyed Hassan Hataminasab, Seyed Mahmoud Zanjirchi in the textile industry in what has been the results have been published in the Journal of Technology Management perspective, Number 1, Spring 2011, pp Public Administration as well as Master's thesis investigated the relationship between organizational culture and lack of agility of organizations in Khuzestan Agricultural Bank has been carried out by Rouhollah Maleki in Islamic Azad University of Shoushtar branch. 3. A research examining the relationship between job satisfaction and organizational agility of government agencies have been carried out by Amin Nikpour Kerman and Doctor Sanjar Salajegheh and has been published in the Journal of Management Studies, third, seventh issue, Spring 2010, page Research topic of organizational agility and agile staff that has been done by Mojtaba Kiaei published in the Journal of Public Administration Research and Science Branch, Islamic Azad University, Tehran, First Year, summer An article by Laya Olfat model for agile organizations that have taken place in Iran electronics industry, which has been published in the Journal of Management Sciences in Iran, the fourth year, No. 13, spring 2009, pp Literature Productivity The definition of the word, phrase translated into Latin term productivity (PRODUCTIVITY) means fertility and profitability and potential production. In an article in 1766 for the first time this word was used about 240 years ago and 70 years later, in 1833, someone called Littre defined productivity as output power. It means that the efficiency of power production, fertility and productivity. In terms of definition, in the early twentieth century, the word was presented in a more appropriate definition: Efficiency is the ratio of output to one of the factors of production (Syverson, 2010). Hershauer and Ruch (1978) Productivity in the sense that they know how to take advantage of the resources used. If using stationary sources have produced more goods or more, or if the same goods produced using fewer resources, we've increased productivity. One resource that is referenced in the definition of human resources refers to those goods manufacturer or service provider. Cockburn (2006) the relationship between productivity and output facilities are used for the production efficiency. Pammolli et al. (2011) provided the following definition of full productivity: productivity, efficiency quotient is one of the factors of production. Thus it is of capital productivity, capital productivity, and material productivity, 336

3 depending on the efficiency associated with capital investment, raw material, etc., is to be studied range (Pammolli et al., 2011). In the table below, the definitions of productivity that various authors have proposed is: Table 1: Definitions of various writers efficiency Changes in the level of resources used to Boyer, 1982 create the product. The ratio between output and input is always Hensher&Edwards, 1999 productivity. Efficiency ratio of tangible to intangible factors Syverson, 2004 Degree of efficiency of use of each of the Schmitz, 2005 factors of production. Productivity is primarily an intellectual perspective that tries to improve what's there Foster et al., 2008 now. Productivity is based on the idea that people Bloom et al can better everyday duties carried out by obtaining superior results Factors in increasing employee productivity There are different opinions on factors affecting the efficiency of each of the scientists and experts have identified factors such as factor and outlined factors such as job training and continuing directors and employees, enhancing motivation among employees to work better and more suitable for creating the initiative and creativity of managers and staff, make a good system of punishment and the establishment of performancebased payment and encouragement, evolution of social work ethics and discipline systems and methods that are key in strengthening the rule and dominate the policies of the organization, saving as a national duty, organizational processes, etc., is effective in efficiency but almost all the authors in this field agree that this issue cannot be provided to increase the level of productivity only to a specific cause but it must be understood as they enhance productivity combined effect of various factors. (Rezitis, 2006). Melitz (2003) Key factors in the success of the organization, communication, commitment and continuity names: Communication: Efficiency improvements needed to support the honest communication and with confidence exists between the organization and employees and between organizations and customers, ie people who are consumers of goods or services. Commitment: To be successful in improving the efficiency of an organization requires a personal commitment and heart to those involved in your program. You can create and sustain commitment among members lent by targeting and planning. Their proper duties entrusted to their responsibility and work skillfully to those references that deal with the responsibility of doing it. Continuity: Improving productivity is not something that requires a certain way. Many organizations are hiring outside consultants, computer programs are ready to be purchased and precious, all initial success with much fanfare announced that it is in fact planned for forgetting when starting a new program Agility Agility is for the first time since 1991 the term to describe modern production capacity to be used. Agility means the ability to respond quickly and successfully respond to environmental changes. As producers, other organizations and agencies forced to compete in the twenty-first century, they followed the agility of modern organizations are facing increasing pressure to find new ways to compete effectively in a dynamic global market. Agility, the ability of an organization to promote products and services of high quality and is therefore an important factor for organizational effectiveness. Many organizations turn to approaches such as virtual organization and virtual teams to improve organizational agility and the developed world. However, sometimes it may seem agility process integration, the members of the organization with advanced technology features. With a twenty century, the world faced in all aspects with significant changes, particularly the dramatic 337

4 changes in communication channels, and break down geographic boundaries and organizational and technological innovation, increasing demand and rising customer expectations and break large markets smaller and narrower markets, the expansion needs of the employees, that these changes, conservation organizations have been subject to a major review of priorities and strategic vision of them (Oster Haute et al, 2007). Given the emerging paradigm of organizational agility for various definitions of scientists took the view that it refers to some of them: Ability to act in a competitive environment of continuous change and respond quickly to market changes and the value of goods and services based on customer satisfaction (Kim and Nimbehard, 2010). Agility in operational terms is a combination of several companies, each with their own skills and competencies, and joint operations together. This peer institutions (a common practice) to be able to adapt and respond to changes according to customer requirements (Mac Kinzyo Aitken, 2012) A system that has the capabilities and competencies that lead firms to survive and thrive in a competitive environment (a key feature of this environment of uncertainty) (Daris, 2012) A System that can change quickly and the models of the product or product line (flexibility), and in the ideal case is immediate response to customer demand (Jiang, 2012) Agility word in the dictionary, means to move fast, agile, active, and has the ability to move quickly and easily, and the ability to think quickly and intelligently. Origins of agility, agile manufacturing and agile manufacturing concept, which in recent years have generally been accepted as a successful strategy by the producers themselves, are prepared to increase performance substantially. In such an environment, every organization should be simultaneously producing different products with short life expectancy, redesigning products, changing production methods and efficient reactivity changes. Take that to have the same abilities, will be referred to as agile organization. On the need for organizational agility, various researchers have suggested a grouping of different criteria and requirements. Goldman et al (1995) have developed four main strategic agility focuses on achieving competitive capabilities: Enriching the customer, collaborate to boost competitiveness, organizing to master change, and leverage off of work and information. As Youssef (1992) has stated, the agility of the integration hierarchy of customer needs in the framework of internal and external environment of the organization is achieved. Through this holistic approach to advanced manufacturing technologies with the organization's internal capabilities, they process and is obtained from the application of technology information systems. Youssef and colleagues (1999) have expressed strong agile manufacturing structural integrity, competence, team building technology, quality, change, collaboration, marketing, education, and welfare. Gunasakaren (1999), for agile manufacturing, the four funds under the headings of strategy, technology, systems, and human resources are considered. Tesuruludis and Valavanis (2002) Evaluation of four main dimensions of agility and directories expressed it this way: 1- Production infrastructure (setup time and change, versatility (variety of machine / workstation runs the operation), the degree of adaptability of the machine, interchangeable flexible (ability to restructure jobs), sharing the diversity of material handling system, the transfer rate diversity components, trying to change the way the account); 2- Market infrastructure (reconfigurable product mix, modularity index (ease of adding new components), the ability to expand the scope of the volume; 3- People infrastructure (education, job rotation) and 4- Information Infrastructure (generalize (standardization level), networking). Jafarnejad and Shahaei (2007), a literature review of agility, agility twenty measures introduced: Organizational structure, delegation of authority, starting from position employees, employee participation, identity management, compliance, customer response, product life cycle, during the service - product, improving the design, manufacture, production planning, cost accounting systems, automation, integration of information technology changing business and technical processes, time management, quality, condition, status, productivity, and outsourcing. This study explored the grouping and in many cases were similar to the model was adjusted for the classification of agility of the enterprise. 338

5 Table 2. Dimensions of Organizational Agility Index Components Flexible production model, flexible manufacturing systems, Flexibility flexible labor, construction methods and flexibility, flexible workplace, business strategy flexible Respond to changes in demand, respond to changing business environment and market responses to changing social and environmental gains, the degree of compliance with changes in Accountability business goals Continuous improvement, the changes associated with the product; reconfigurable, supporting the learning environment, learning and innovation, positive attitude to change, ideas, Culture Change people and technology, change management, organizational responsibilities change, constant monitoring of internal and external environment to identify opportunities and threats Learning tasks in the shortest possible time, operation time, Speed time change, production, delivery times and service time to learn and adapt to changing times Integration within and outside the organization, the integration of people, technology and organization, combining technology skills and competencies opposing the flow of materials, information and communication between different organizational Integration and low complexity structures, systems and components, facilitating the process of change Data volume and high value-added goods and services, the High quality and custom manufacturing quality of the product life time decision, short development cycle Ability to multi-risk, hard copy business methods developed to increase the skills and knowledge technologies, rapid partnership formation, depending on the relationship with customers Core competencies and suppliers, cooperation and collaboration to enhance competitiveness 2.Relationship between agility and employee productivity The goal of agile is to create satisfied customers and employees. An organization has a set of necessary capacity to respond to changes in the business environment. Since the business of most companies find themselves in a lot of demands are unpredictable, the rapid increase agility necessary. Employee productivity is therefore important that enhance the morale and commitment to communicate. What is seen in today's organizations indicate that much of the organization's employees are dissatisfied with their work environment and discontent are a variety of reasons, one of which is a lack of speed and accountability in the work process change. Agility and speed affect the performance and efficiency of the staff and their attitude. Usually structures "of government agencies to respond so quickly and organizational agility rules because overshadowed not cite employee performance. Sistan and Baluchestan governor annual material and immaterial losses suffered greatly from the lack of appropriate productivity levels of their employees and that is why this issue is seen as a major disadvantage and challenges encountered in the development of a strategic document, and scientific research and the organization decided to do the issue of the injury and provide scientific solutions to solve the challenges of using agility and organizational factors have on employee productivity. 339

6 3.Methodology of research 3.1.Conceptual model Applied mathematics in Engineering, Management and Technology 2 (3) 2014 Independent variables (X) Dimensions of Organizational Agility Flexibility, Accountability, Culture change Speed, Integrity - low complexity, High quality - custom manufacturing, Core competencies Dependent variable (Y) Employee productivity 3.2.questions and hypothesis The main hypothesis: There is a significant relationship between agility and employee productivity governor of Sistan and Baluchestan. Hypothesis 1: There is a significant relationship between flexibility and efficiency of the staff, the governor of Sistan and Baluchestan. Hypothesis 2: There is a significant relationship between accountability and efficiency of the staff, the governor of Sistan and Baluchestan. Hypothesis 3: There is a significant relationship between culture change and employee productivity governor of Sistan and Baluchestan. Hypothesis 4: There is a significant relationship between the speed and efficiency of the staff, the governor of Sistan and Baluchestan. H5: There is a significant relationship between integration and low complexity and productivity of employees in Sistan and Baluchistan. H6: There is a significant relationship between high quality custom manufacturing and employee productivity governor of Sistan and Baluchestan. Hypothesis 7: There is a significant relationship between core competence and efficiency of the staff, the governor of Sistan and Baluchestan. 3.3.Materials and Methods Classified is according to the purpose of scientific research, applied research study. Applied research in seeking a practical goal is to achieve practical results in large amounts of time and space are orthogonal in terms of the nature and methodology of the study is correlational research, the correlation of the various parts. Present in those "survey" is the way humanities research is that although it is mainly used in the questionnaire. However, other techniques such as structured interviews, observations, library, content analysis, etc. are applied. Also, due to the actual participants (employees) in the actual work environment will be among the field studies (Khaki, 1999, 212). The data obtained in this study is comprised of primary and secondary data and primary data at first hand rather than through a study library, documents and secondary data obtained interview gathered, through a questionnaire. Depending on the data in the study and analysis of documents from the two methods (method library) and field studies were used to collect data. 340

7 3.4.Scope of research The next issue to investigate the relationship between agility and employee productivity in Sistan and Baluchistan has paid to be considered in future planning. The realm of the theoretical foundations of library and field research, data collection, statistical analysis and evaluation of hypotheses has been continued in 2013, is the "spatial fix Sistan and Baluchestan." 3.5.Population and sample size Survey of all employees in Sistan and Baluchistan in 2013 and make up the number using a formula and stratified sampling of 480 subjects were recruited from the community. It is noteworthy that the above data due to some change in corporate appointments and changes to the staffing structure in the time domain of research, not a hundred percent accurate, but are of high validity. 3.6.Validity and reliability of the questionnaire Although the standard questionnaire used in this study is that they have very high reliability and validity but research in order to further strengthen the research gauges to check the validity of both questionnaires, the professors and experts in this field has been to confirm the questionnaire and the evaluation of its reliability using the Cronbach's alpha coefficient. According to the above for each of the dimensions of the model were calculated using SPSS alpha and numbers of all the results obtained above 0.7 are considered from various perspectives regarding the reliability of the questionnaire is acceptable. Finally, with respect to the values obtained from appropriate questions to measure variables and testing hypotheses are confirmed, and then the researcher can proceed with confidence to distribute and collect all the questionnaires. 4.Research findings and analysis of data The overall goal of inferential statistics is to perform inference about the population from the sample data for analysis and measurement uncertainty that exists in these inferences (Delavar, 2000, 83-79). It has been profitable for data analysis and statistical software. The output of the software, which is obtained from the analysis of data for better and clearer understanding of the subject, is being translated into Persian and type. Also, the data collected through the questionnaire and the questionnaire data have been contributed by different statistical methods. 4.1.Test hypotheses Main hypotheses: There is a significant relationship between organizational agility and employee productivity governor of Sistan and Baluchestan. Table 3: Simple correlation coefficients between agility and employee productivity governor of Sistan and Baluchestan Statistical Predictive variable Indicators Criterion Correlation coefficient (r) Significance level (p) Number of samples (n) variable Agility Employee productivity

8 As can be seen in Table 3 between agility and employee productivity in Sistan and Baluchistan there was a significant positive correlation (p = and r = 0.74). The main research hypothesis is confirmed. In other words, the increase has been associated with increased agility and employee productivity governor of Sistan and Baluchestan. Table 4: Correlation coefficients among the agility and productivity of employees, the governor of Sistan and Baluchestan Predictive variable Statistical Correlation coefficient (r) (p) ples (n) Significance level Number of sam- Indicators Criterion variable 1 - Flexibility Accountability Culture Change 12: Speed 12: Integration and low complexity 6 - High quality and custom manufacturing 7 - Core competencies Employee productivity 12: : Sub-hypothesis 1: There is a significant relationship between flexibility and staff productivity governor of Sistan and Baluchestan. As Table 4 shows the Pearson correlation coefficient for the relationship between these two variables (r = 0.67), the correlation coefficient in p < significant. Thus Hypothesis 1 is confirmed in this study. Sub-hypothesis 2: There is a significant relationship between responsiveness and employee productivity governor of Sistan and Baluchestan. As Table 4 shows the Pearson correlation coefficient for the relationship between these two variables (r = 0.63), the correlation coefficient in p < significant. Thus Hypothesis 2 is confirmed in this study. Sub-Hypothesis 3: There is a significant relationship between culture change and employee productivity governor of Sistan and Baluchestan. As Table 4 shows the Pearson correlation coefficient for the relationship between these two variables (r = 0.45), the correlation coefficient in p < significant. Thus Hypothesis 3 is confirmed in this study. Sub-hypothesis 4: There is a significant relationship between the speed and efficiency of the staff, the governor of Sistan and Baluchestan. As Table 4 shows the Pearson correlation coefficient for the relationship between these two variables (r = 0.55), the correlation coefficient in p < significant. Thus, hypothesis 4 is confirmed in this study. Sub-hypothesis 5: There is a significant relationship between low complexity and integration and employee productivity governor of Sistan and Baluchestan. As Table 4 shows the Pearson correlation coefficient for the relationship between these two variables (r = 0.47), the correlation coefficient in p < significant. Thus, Hypothesis 5 is confirmed in this study. Sub-hypothesis 6: There is a significant relationship between high-quality custom manufacturing and employee productivity in Sistan and Baluchistan. As Table 4 shows the Pearson correlation coefficient for the relationship between these two variables (r = 0.56), the correlation coefficient in p < significant. Thus, Hypothesis 6 is confirmed in this study. Sub Hypothesis 7: There is a significant relationship between core competence and productivity of employees in Sistan and Baluchestan. As Table 4 shows the Pearson correlation coefficient for the relationship between these two variables (r = 0.65), the correlation coefficient in p < significant. Thus, Hypothesis 7 is confirmed in this study. Data analysis and hypothesis testing were identified in the original study hypothesis was confirmed with seven (99%) research sub-hypothesis

9 5.Conclusion Agility role and its influence on none are obvious in all fields, especially in performance and productivity of employees. Achieving Agility can also improve the quantity and quality of services, reduce costs resulting from adverse reactions to changes and prevent the waste of resources and may also result in increased competitiveness, efficiency and staff productivity, motivation and satisfaction the employee's job. According to the results of similar studies and research, organizational agility optimal path facilitate employees to achieve good efficiency. Organizations have agility to create a culture of agility and competitive edge in the structure and organization among employees and agility and selecting appropriate organizational structures to institutionalize its efficiency and good performance of their employees. The inferential statistics using the Pearson correlation test, the main theory of the sub-hypotheses were put to the test and level of confidence < p, all hypotheses were confirmed and it was shown that there is a significant relationship between the independent variable and the dependent variable in all dimensions. So given that this relationship is positive that can be said that with the rise and spread of agility and employee productivity measures are improved significantly at the organization and its staff in Sistan and Baluchestan. The findings of this study that there is a significant relationship between agility and employee productivity have been verified and compared these findings with the results of the different studies were analyzed which are as follows: According to Molla Hosseini (2008) and employee productivity is important that the staff provides increase job satisfaction, improved morale and organizational commitment. But what is seen in today s organizations indicate that employees are not happy with much of his workplace and there are several reasons for the dissatisfaction of the lack of speed in the work process and to respond to change. Agility and speed, so has the impact on employee productivity and attitude. Also Moghimi (2001) argues that the structure of public organizations due to rules and regulations are not so respond quickly and organizational agility and productivity and employee performance. Fathian et al (2006) also consider the benefits of improving and increasing the organizational agility by increasing employee productivity. 5.1.Limitations and research problems In this study, due to the lack of sufficient resources in the study of books and articles, as well as internal and external problems were of little theoretical basis and data collection with guidance and support from professors that the problem was largely solved some of the problems and limitations of the study include: Restrictions out of control It should be noted to understand the factors affecting the relationship between agility and employee productivity may be subject to other underlying conditions such as cultural, social, economic, etc. All these issues were outside the scope of this study. Lack of confidence in the accuracy of the answers to the questions by the respondents. Because the atmosphere of Sistan and Baluchistan government employees make up some employees may answer some questions Restrictions of researcher Spatially limited study examined the relationship between agility and employee productivity in Sistan and Baluchistan, and given that we want to generalize the results to other organizations, the caution should be kept in mind. It needs to be done to investigate a wider range of the spatial restriction. The research is limited to 2013 years and for some reason certain conditions that the researcher was faced with the possibility of time devoted to research has been concentrated. Only variables that were used to test the limits of the measuring instrument is not used interviews, observations, and other methods of measurement. Because of the extent of confounding and mediating is factors research topic. 343

10 5.2.Suggestions Applied mathematics in Engineering, Management and Technology 2 (3) Suggestions of resulting research Since agility has had a significant impact on employee productivity, so the following suggestions are offered for better implementation agility. 1- Justifies meetings for managers to recognize the importance, scope, objectives and approaches of agility and employee productivity. Formed the awareness sessions to increase the proportion of managers and senior management commitment to this approach is guaranteed and this is followed by the allocation of sufficient resources and organizational barriers. 2- Forming committees composed of key experts from different organizational units to participate in the project implementation, organizational agility that it makes the ease of implementation, lack of resistance to change from the point of view of program implementation and integration programs involving multiple units are participating. 3- Providing the necessary training to those involved in organizational agility on the organization's operations and internal processes. 4- Continued role as a key member of senior management oversight of project implementation and organizational agility in order to achieve the goals of increased employee productivity and solve possible conflicts. 5- Corporate and financial resources sufficient to facilitate the goals of the project and highlight its importance among employees. 6- Modify the organizational structure to coordinate with agility to further its success. 7- Justifies meetings for employees to recognize the importance, scope and objectives of this approach to reduce their resistance Recommendations for further research What is certain at the end of the study, the researcher will know your new insights that can guide researchers who intend to study similar, therefore, this research brings about new pieces of research. Predictable research currently includes: 1. Identify factors influencing the effectiveness of organizational agility 2. Effects of structural variables including complexity, concentration and recognized organizations on organizational agility 3. Investigate the role of information technology in agility and employee productivity 4. Determined by measuring agility in organizations References: Alange, S; Jacobsson, S (1998) Some Aspects of an analytical framework for studying the diffusion of organizational innovations, technology analysis &strategic management,v.10, n.1, pp 21-3 Abdi, N, and Salvati, A and Ghasemi, Sh (2010), examines the impact of new technologies on banking case study of agile organizations: National Bank city of Sanandaj, Iran's Fourth National Conference on Management of Technology. Bazyar, Afshar (2003), being agile: a central obligation in business, Journal of Materials, No. 97, fifteenth year. 3 Brandybery, A ;(1999) Intermediate Performance impacts on advanced manufacturing systems,decisionscience, v30, n4, pp Danaei Fard, Hassan. Alvani, Seyed Mehdi. Azar, Adel. (2008). Quantitative research methodology in management: a comprehensive approach, Saffar Eshraghi publications. Dolat Modeli, Mahshid, article strategies to achieve organization agility, Web Journal, Issue 72 Jafarnejad, Ahmad. Shahaei, Behnam (2007). Introduction to organizational agility and agile manufacturing. Mehraban Book. Jafarnejad and Shahaei (2007), organizational agility and agile manufacturing, Tehran, Institute book, Mehraban publication. Jafarnejad, Ahmad. Zarei, Ali Asghar (2005) The role of internal factors in explaining the current model for transforming organizations into agile organizations in the electronics industry, Journal of Management Culture, No. I, pp. 67 Javanbakht, Pouya (2008), research on human aspects, organizational agility, Industrial Management Organization. 344

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