Amir Hossein Amirkhani 1, Azita Avarzmani 2*

Transcription

1 Internatonal Research Journal of Management Scences. Vol., 3 (8), , 205 Avalable onlne at ISSN X 205 The Relatonshp between Organzatonal Structure and Organzatonal Performance of Research Organzatons Usng the Gray Theory and Balanced Scorecard "In the case of Isfahan ShahdMoaen Desgn Offces Amr Hossen Amrkhan, Azta Avarzman 2* Professor Assocate of Tehran PNU Unversty, Iran 2 Master of Publc Admnstraton n Payame Noor Unversty, Tehran, Iran * Correspondng Author: AztaAvarzman ABSTRACT: One of the approprate crtera for evaluatng an organzaton s to assess the proper use of resources and the performance of the organzaton. Therefore, t s very mportant to consder the factors (both nternal and external) nfluencng on organzatonal performance and how to mprove mutually the organzatonal performance by mprovng the factors. Organzatonal structure s n fact one of the nfluencng factors on organzatonal performance. The performance can be easly mproved by changng the organzatonal structure because t s an nternal varable and an nternal factor. Organzatonal structure has three dmensons ncludng formalzaton, complexty and centralzaton. Ther mpacts on the performance of organzatons have been studed n ths research. The results show that the greatest mpact on organzatonal performance belongs to "centralzaton" dmenson (by a factor of 0.5) and also the results of structural equatons suggest that organzatonal performance s subject to the nternal components of organzaton (0.76) and growng and learnng component (0.68).Fnally the level n each of the dmensons of the organzatonal structure was calculated usng the gray coeffcent, and the component of centralzaton, as mentoned before was ranked as the frst. Keywords: Organzatonal Structure, Gray Theory, Aspects of Organzatonal Structure, Concentraton, Complexty, Formalzaton, Organzatonal Performance. INTRODUCTION Tradtonal systems of performance were based on fnancal metrcs. In the last century (economc era) fnancal measures were good ndcators to measure the success of ther organzatons, but the late 980s, numerous publcatons n Europe and Amerca management journals were publshed regardng the neffectveness of evaluatng the performance of organzatons. Therefore the companes evaluated ther other actvtes, such as customer relatonshps, processes nnovaton, staff tranng and other such ssues and consdered other crtera to measure ts performance besde fnancal measures. On the other hand, the gray correlaton analyss s one of the basc tools for decson-makng under uncertanty. Ths tool was desgned for the frst tme to solve vague problems and to use where there are ncomplete nformaton and dscrete data (Marr, 2004 Amaratunga, 200). Gray relaton analyss process s as follows Formaton of gray relatonshp Defnng the reference purposes Calculatng the gray correlaton coeffcent. Due to the fact that the mpact of organzatonal structure on the performance of the organzaton and ts mportance has been studed less, ths study can brng clear drecton for future research. In ths paper, the dmensons of the organzatonal 363

2 Intl. Res. J. Manag. Sc. Vol., 3(8), , 205 structure and ts mpact on organzatonal performance are nvestgated at frst step and then the gray theory s used to check each component of organzatonal structure (formalzaton, complexty and concentraton) as well as the mportance of each of these dmensons. In addton, the gray theory s used to nvestgate the performance aspects and quadruplet components of the balanced scorecard card (Lu 202; Sm, 200). Overvew The conceptual model and the general framework of the research nclude the followng: A survey of the lterature on organzatonal structure and ts varables A survey of the lterature on the mpact of organzatonal structure on organzatonal performance A survey of the lterature on the research organzatons, and measurng ther performance Identfyng the components of the organzatonal structure and performance dagnostcs Desgnng assumptons about the mpact of varables of organzatonal structure on organzatonal performance Desgnng a questonnare to determne the organzatonal structure of the target and to measure ts performance Usng statstcal methods to analyze the collected data and to evaluate research hypotheses Presentng the results and proposed solutons Expermental and theoretcal hstory of research: The dea of the balanced scorecard (BSC) was desgned for the frst tme by "Kaplan" and "Norton" n one of the management journals, n February 992. The term "balanced" refers to the fact that the researcher evaluates the frm performance n all aspects and dmensons. Usng data envelopment analyss and gray theory. At the same tme Searcy n 2004 evaluated the performance of the strategc levels n research organzatons usng combnaton of Balanced Scorecard and Analytcal Herarchy (AHP) and gray correlaton coeffcent. Chen (Chan) n 2006 usng the card balance and to evaluate the performance of hosptals and health centers of the gray theory (Kloot, 2000; Ghalayn, 997). Hypotheses The man hypothess: there s a sgnfcant relatonshp between the organzatonal structure and organzatonal performance n of ShahdMoen research organzaton n Esfahan". Sub assumptons: There s a sgnfcant relatonshp between the formalzaton and performance n ShahdMoen research organzaton n Esfahan. There s a sgnfcant relatonshp between the concentraton and performance n ShahdMoen research organzaton n Esfahan. There s a sgnfcant relatonshp between the complexty and performance n ShahdMoen research organzaton n Esfahan. The research model Fgure shows a schematc model of research. The gray theory s used to nvestgate the prorty and mportance of each dmenson. Indeed research carred out n two stages. The mpact of organzatonal structure on organzatonal performance s nvestgated n the frst stage usng the balanced scored card and the mportance of ths dmenson s characterzed by gray theory n the second stage. Complexty Centralzat Formalzat Organzaton performance Growth and learnng Fnancal Internal process Customer Fgure. Schematc model of research. 364

3 Intl. Res. J. Manag. Sc. Vol., 3(8), , 205 Research Objectves: The man objectves of ths study s to evaluate the effectveness of the varables n organzatonal structure on the performance of research organzatons n order to provde a model for desgnng approprate structure for the research organzatons. METHODOLOGY The method used n ths research has practcal purpose and descrptve n terms of methodology. The study used statstcal models and statstcal assumptons and lbrary methods (books, artcles, Web contents), as well as ntervews and questonnares were used. In fact, the lbrary method was used n the lterature revew and questonnares and ntervews were used to collect the data needed to demonstrate statstcal assumptons. Usng the latest verson of SPSS and Mn software all statstcal calculatons n ths study were performed on the organzatonal structure varables and ther effects on the performance n "IsfahanShahdMoen desgned offces" located n the defense ndustry complex located wthn 7 km of ZarrnShahrroad n Mobarakeh n the years 202 to 203.The populaton ncluded all offce staffs. The organzaton has,600 employees whch are workng n dfferent organzatonal levels. Research Conceptual Model Organzng: Are the dvdng tasks, determnng the responsbltes, powers and relatonshps and has three stages ncludng desgnng works, classfyng actvtes to organzatonal posts and establshng the relatonshp between posts n order to reach the goals of customers. Organzatonal structure: s the ways n whch the actvtes of the organzaton are dvded nto certan tasks and there s coordnaton between the tasks. Organzatonal structure avods duplcaton and frcton between forces and responds to the changes n ts envronment. Structure desgnng s the duty of manager and can lead organzatons to success or falure dependng on the way t s run. The dmensons: of an organzaton are dvded nto two groups_ both aspects are essental n order to assess and understand the organzaton. Content dmensons can be vague as they show external envronment of the organzaton n whch structural aspects are placed but structural dmensons show nternal dmensons as largeness of the organzaton, technologcal type, nternal envronment of organzaton and the goals. In ths study organzatonal structure s defned as one of the organzatonal components whch nclude complexty, formalzaton and centralzaton. Organzatons seek to establsh a balance between the use of resources and access n order to optmze resource consumpton. Ths s the base for effectveness concept. In fact the effectveness refers to the way n whch a frm or a company use the resources based on the goals or producton n comparson to the best performance n a certan perod of tme. A model s presented n fgure (2) for assessment. The model shows the process or evaluaton stages. 365

4 Intl. Res. J. Manag. Sc. Vol., 3(8), , 205 Msson and major objectves of government strateges for systems Formulaton and plannng ndcators for evaluatng the performance Actual performance measurement Developng and establshng a performance benchmark (standard) for ndcators Communcatng and expressng the expectatons and evaluaton ndcators to the desred organzatoncrtera Comparng the performance wth standards for each ndcator Self-assessment results and dscussng the results Acton to apply correctve actons (f necessary) n order to mprove organzatonal performanceevaluaton Fgure 2. The process or evaluaton stages. Common Performance Evaluaton patterns Dfferent patterns are used n government agences n dfferent countres. In addton to the balanced scorecard model, some of the most mportant models beng used n the successful countres, and havng had postve results nclude: determnng the effectveness and effcency of organzaton, data envelopment analyss mode, Europe performance excellence, performance evaluaton model n government agences accordng to the strategc requrement, Demng performance excellence model, Baldrych performance excellence model, the mathematcal model of deal budget plannng n governmental organzatons (GP model). Balanced scorecard pattern: s one of the most famous models for performance evaluaton generated by Kaplan and Norton and then t was mproved and developed. The performance evaluaton model use a seres of measures to balance so that top managers have an overall vew of the four aspects of the organzaton, namely: fnancal aspect, the nternal aspect of the busness, customer aspect and learnng and nnovaton aspect. Accordng to Kaplan and Norton the result of the research was a seres of crtera by whch the managers can receve a thorough and fast vson for busness. To manage complex busness envronments n today's organzatons, managers should consder performance from a number of angles: how our customers see us? In order to satsfy shareholders and customers, n whch processes we must excel? Can we contnue to mprove and value creaton? And fnally, how should we appear to stakeholders? 366

5 Intl. Res. J. Manag. Sc. Vol., 3(8), , 205 Satsfed Honored staff Customers Satsfed Stakeholde rs What should we What s our plan? What s our Personal goals Strategc Balanced scoredcard Strategy Perspectve Exstence Values What should do? Operatonal What we want to What we beleve? Fgure 3. Balanced Scorecard, strategc management tool. Indeed, the balanced scorecard provdes the possblty for managers to evaluate the busness from four vews ncludng: (A)The fnancal aspect: the measures tell us that what fnancal results wll be ganed eventually by mplementng successful goals. (B)Customer aspect: phlosophy of many companes focuses on the customer. Organzatons generally have two crtera for customer aspect. The frst group determnes the publc crtera (usually employed by all the organzatons) called central crtera group. The second set of measures represents the performance and answer to ths queston that to reach to the hghest degree of customer satsfacton, retenton, acquston, and ultmately gan market share, what should be awarded to the customers by organzaton? Stmulatng crtera measure the value performance needed for organzaton to get the target market customers. Market share Acquston مشتریان Effcency Customer retenton Customer's satsfacton Fgure 4. Central crtera for customers (Kaplan and Norton, 996). (C) Internal processes aspect: Ths perspectve focuses on nternal operatons that mprove customer perspectve by creatng value for customers, and fnancal perspectve ncreasng shareholder wealth. Samples for these aspects are mprovng the admnstratve, fnancal and human resource processes, provdng real-tme hardware and software programs, mantenance and contnuance of mprovement n operatons of nformaton regulatons systems, and creatng and contnue to mprove thoughts. Innovaton: busness unt searches for past or emergng needs of customers. In fact, ths process nvolves the creaton of products, servces and processes that elmnate customers needs. (D)Growth and learnng aspect: how can be reach to ambtous targets defned n terms of nternal processes, customers and ultmately shareholders? The answer to ths queston les n the perspectve of learnng and growth objectves and crtera. In fact, the goals and crtera empower the goals n other perspectves. On the other hand, accordng to the followng fgure, threefold crtera for growth and development aspect are: capabltes of employees (employee satsfacton 367

6 Intl. Res. J. Manag. Sc. Vol., 3(8), , 205 and retenton), and staff productvty (ncreased sklls and staff morale, nnovaton) and the ablty of nformaton systems (excellent, accurate and up to date nformaton about customers, nternal processes and fnancal results). Results Customer retenton Staff effcency Staff satsfacton Enablers Feld of actvty Technologcal nternal structure Competence of staff Fgure 5. Crtera for growth and development aspect. Concepts of gray theory RESULTS Gray systems theory a famous Chnese scentst (Nabwey & Paomy, 203). The correlaton between the components of a system and reference seres s explored n ths model. The theory s used for vague problems and the problems wth dsconnected and defcent data, and produce proper outputs usng a few data and changeablty n crtera. Gray theory, lke fuzzy theory s a mathematcal model to solve vague problems effectvely and obvously. Grey relatonal analyss s part of the gray theory used to solve problems that have complex relatonshps between agents and varables. Gray systems theory s an algorthm that analyzes uncertan relatonshp n a system wth a reference member and can be used to solve multcrtera decson-makng problems. If Xo s reference seres wth k factor (a measure) of X, X2,..., XN s, then we have: X { X (), X (2),..., X ( j ),... X ( k )} X { X (), X (2),..., X ( j ),... X ( k )}.. X { X { X (), X (2),..., X ( j ),... X ( k )} () X N { X (), X (2),..., X ( j ),... X ( k )} The gray ratonal coeffcent between X seres and X0 reference seres forkthmeasures obtaned from the followng equaton: mn mn k X 0( k ) X ( k ) max max k X 0( k ) X ( k ) 0 X (2) 0( k ) X ( k ) max max k X 0( k ) X ( k ) For smplcty and ease of understandng the above formula can be rewrtten as follows: mn max 0 (3) X 0 max X So that 0 s the absolute value of X0 and X n the kth measure, so that we have: (4) X 0 = X 0( k ) X ( k ) 368

7 Intl. Res. J. Manag. Sc. Vol., 3(8), , 205 And ths relatonshp s establshed for and for. And also the value of s the coeffcent of determnaton that s equal to 0.5. We use the followng formula to calculate the rankng of gray relatons: (5) k 0 w j 0 j Wj s the weght forkth measure that Bref ntroducton for ShahdMoen Desgn Offces W j k can be used nstead of t. The offce s part of the defense ndustry, ncludng employees wth masterdegrees n mechanc, ndustry, and weapons and other educaton. Modelng new ammunton needed by the armed forces s done by ths offce. Some clusterng s conducted n dfferent parts of the offce. Group of bullets and shells, fuse group, gunpowder and means of explosves and other groups.each product s dvded nto components by the head offce and modelng work s done n each category.a control unt montors the project progress. Before startng any project, ts charter should be approved by the organzaton and the budget allocated to t n accordance wth the project Gantt chart. At the end of the project the new product s tested n the presence of representatves of the armed forces and f approved s gven to ndustry for mass producton. Sample and samplng method: After determnng the research envronment, due to the dstrbuton of populaton and lack of avalabltyto all the people, the populatons of 00 were selected as sample accordng to the samplng crtera (95% statstcal confdence level, the samplng error between 0. to 0.5, and the hghest varance) and usng formulas to estmate the sample sze. The above mentoned populaton comprses of people combnng the age, gender and educatonal dversty. Stratfed random and cluster samplng were conducted. The followng formula s used to calculate the sample sze n whch: 2 NZ 2 P P z.96 Z: Normal varable rate of confdence level of 95 percent, ( / 2 n ), 2 2 N Z 2 P P : The amount of allowable error, ( =05/0) N: populaton sze of about 800 people P values are taken nto account equal to 5.0. Because fp=0.5, so n fnds ts maxmum possble amount. Ths causes the sample s large enough. The requred sample sze for the study s approxmately: n 94 and for more confdence the questonnares were completed for the 00 people. The measurement tool: to collect nformaton needed to answer the research questons, a questonnare was prepared. The ndexes of each varable were determned at frst and then based on these ndcators, the questonnare was desgned. The questonnare has three parts. The frst part of the questonnare devoted to assess demographc characterstcs of respondents and the second part studesthe formalzaton, complexty, and concentraton, and organzatonal performance s nvestgatedbythe thrdpart of the questonnare. The relatonshp between complexty and formalzaton: formalzaton s drectly related to the vertcal separaton but has a double relatonshp wth horzontal separaton. The more repettve jobs (task) the more formal they are (drect relatonshp) and the more unque jobs (career-orented), the less formal they are. The relatonshp between complexty and centralzaton: thencrease n complexty leads to the dstrbuton of power between management of the varous unts and lack of centralzaton (Inverse relatonshp). The relatonshp between formalzaton and centralzaton: the relatonshp s unclear and ambguous, and n two ways: repettve jobs (task force) have a hgh concentraton. B: Unque occupatons (career orented) wth hgh decentralzaton. 369

8 Intl. Res. J. Manag. Sc. Vol., 3(8), , 205 Varables Table.The relatonshp between varables and Cronbach's alpha coeffcents. The number of questons Cronbach's alpha coeffcents centralzaton Formalzaton Complexty Fnancal Customer Internal process Growth and learnng Cronbach's alpha coeffcent has been used to nvestgate the valdty of the questonnare (bellow formula). In fact, the best method for calculatng the credt s Cronbach's alpha coeffcent: 2 2 K S St 2 K (7) St Descrptve and nferental methods were used for data analyss, based on the desred type of data collecton. Frst, we evaluated the status of the subjects n the sample usng descrptve statstcs such as frequency dstrbuton tables and percentages, measures of central tendency and devaton calculaton such as mean, standard devaton, varance, and so on. Then usng statstcal tests and by calculatng the sgnfcant test, the correlaton of the sample were extrapolated to the populaton. The process of mplementaton of the study Cronbach's alpha was used to study the relablty and as the amount of alpha was greater than 0.7, we concluded that the relablty was good. Examnngand verfyng the valdty of the model: the researcher summarzes the collected data usng descrptve statstcs, by preparng the table the dstrbuton and answers to the questons usng nferental statstcs. Desgn research questons Research conceptual framework Research lterature Plot study (study research records) Selectng Methodology Data collecton and analyss Desgn proposed model Conclusons and Recommendatons Fgure 6. The dstrbuton and answers to the questons usng nferental statstcs. Inferental statstcs: The hypotheses are evaluated n ths secton. The hypotheses are tested to confrm or reject based on data collected from the populaton and through SPSS software.at frst, factor analyss was used to confrm the valdty of the questonnare and the sample for study. In ths way, the adequacy of statstcal samples s tested usng KMO test. The ndex of KMOs an ndcator of the adequacy of the samplng that examnes the sze of the partal correlatons between varables and n ths way specfes whether the varance of varables, operatng under the nfluence of some hdden shared varance or not? It ranged from 0 to and f the amount s close to, the data n queston are sutable for factor analyss and otherwse, (usually less than 0.6) factor analyss s not approprate for the data. The ndex s obtaned from Equaton 8, andrjs correlaton between varables and j, and aj s partal correlaton coeffcent between them. 2 rj KMO = 2 2 r a j j (8) Also the Bartlett test n factor analyss checks when the correlaton matrx s known and thus s not approprate to dentfy the structure of the model.if Sg n the test s less than 5%, factor analyss s sutable to dentfy the structure, because the assumpton of defned correlaton matrx s rejected. Now, the hypotheses are analyzed: 370

9 Intl. Res. J. Manag. Sc. Vol., 3(8), , 205 The man hypothess: there s a sgnfcant relatonshp between the organzatonal structure and organzatonal performance nshahdmoen research organzaton. Secondary hypotheses: Frst, there s a sgnfcant relatonshp between the formalzaton and organzatonal performance n ShahdMoen research organzaton. Second, there s a sgnfcant relatonshp between the concentraton and organzatonal performance nthat organzaton. Thrd, there s a sgnfcant relatonshp between complexty and performance n that organzaton. Investgatng the man hypothess of the study: to examne and evaluate the man research hypothess_ the relatonshp between organzatonal structure and organzatonal performance_ Spearman correlaton coeffcent was used and the results are presented as follows: The correlaton coeffcent Organzatonal structure on performance Table 2. Organzatonal performance_ Spearman correlaton coeffcent. The relatonshp 0.49 A sgnfcant number Result It s confrmed It can be concluded thatthere s a sgnfcant relatonshp between the organzatonal structure and organzatonal performance n ShahdMoen research organzaton. Investgatng the secondary hypotheses: the table below shows the correlaton and relatons between dmensons of organzatonal structure and organzatonal performance: Table 3. The correlaton and relatons between dmensons of organzatonal structure and organzatonal performance. The correlaton coeffcent Formalzaton on performance Complexty on performance Centralzaton on performance The relatonshp A sgnfcant number result It s confrmed It s confrmed It s confrmed Gven that there s a blateral relatonshp n correlaton test and the researcher doesn t knowthe sde of the equaton, the multple regresson analyss s used. The precondton for regresson for a seres of varables s that the dependent varable s contnuous and s normally dstrbuted; the resdues must be ndependent and have a normal dstrbuton. Kolmogorov - Smrnov was used to check the normalty of the dependent varables. At frst the null hypothess s formed: F (x) = Fe (x) H0: for all values of the range (normal dstrbuton.) F (x) Fe (x) H: at least one of the domans (the dstrbuton s not normal.) Accordng to the dagram n Fgure (7) t s determned that the amounts of resdues have almost normal dstrbuton wth mean zero and standard devaton. Snce the dstrbuton of data s normal, regresson s used and hstograms and normal probablty chart s used for normalzaton nvestgaton. Fgure 7. The observed cumulatve probabltystandardzed regresson resduals. The dagram on the rght (normal plot) compares observed cumulatve probablty wth the expected cumulatve probablty. If all the plots are over the bsector of the frst quarter (whch t s) then the data are completely normally dstrbuted. Table (4) has a strong correlaton (Rsquare = 0.849) and a strong relatonshp exsts between the varables. 37

10 Intl. Res. J. Manag. Sc. Vol., 3(8), , 205 model Table 4. Std. Error of the Estmate Adjusted R Square R Square R model. R R Square Adjusted R Square Std. Error of the Estmate A Varance analyss s used to evaluate the sgnfcance of the regresson. Thus, we establshed the null hypothess or test t usng analyss of varance: null hypothess: the regresson s not sgnfcant. Opposte hypothess: the regresson s sgnfcant. Table 5. Summary of varance analyss. Model The sum Degrees of Mean F Sgnfcance freedom Regresson Resduals Sum Our result ndcates that there s an nverse relatonshp between complexty and performance. Due to the beta coeffcent n above table, a sngle change n the complexty of the organzaton, causes the changes n organzatonal performance. The regresson equaton s: (9) Y (performance) =, ,447 (formalzaton) (complexty) (centralzaton) As t s clear, the dmenson of centralzatonhas the greatest relaton wth the performance of the organzaton. The Fredman test was used to determne the status of the organzatonal structure dmensons. Ths test can reveal that whch of the man components of the organzatonal structurehas a hgh degree. Statstcal assumptons nclude: the effect of all components of the organzatonal structure s the same (H0) and the effect of at least twocomponents of organzatonal structure s not the same (H). Results of the analyss of Fredman are as the follows. The results obtaned wll determne the hghest rankng belongng to the concentraton dmenson. Rankng of the organzatonal structure usng gray theory: gven the four dmensons of Balanced Scorecard, organzatonal structure s ranked to know the status of organzaton. In ths table, c, c4, ndcate the way to the customer, nternal, fnancal, growth and learnng process respectvely. So the table data are wthout scale and the results are presented n normalzed data table: Table 6. The way to the customer, nternal, fnancal, growth and learnng process. Reference ndex )X 0 ( Structure dmenson Complexty Formalzaton Centralzaton C C C C Table 7. The way to the customer, nternal, fnancal, growth. Reference ndex structure dmenson /)X 0 ( Complexty Formalzaton Centralzaton C C C C

11 Intl. Res. J. Manag. Sc. Vol., 3(8), , 205 Now the gray correlaton coeffcent should be obtaned through the equaton of usng the coeffcents n X table (7). But before that, t s necessary to determne the values of 0. In the next phase the gray correlaton coeffcent s obtaned. Now, wth the values of 0 the coeffcent of gray level canbe calculated.the fnal results and rankng of each ndustry s specfed n the table (6). Gven that our nputs (K) 3 (organzatonal structure), and usng the equaton of k the weght of each of the components s Therefore, based on the output of above table the organzaton s more centralzed. The man hypothess and sub-hypothess result: to revew and assess the man hypothess of the study, the relatonshp between organzatonal structure and organzatonal performance, the Spearman correlaton coeffcent s used andthe results are presented n the table above (the left sde), thereforet can be concluded that there s a sgnfcant relatonshp between organzatonal structure and the performance n ShahdMoen research organzaton. On the other hand, there s a sgnfcant relatonshp between each of the three dmensons _formalzaton, concentraton and complexty _and the performance n ShahdMoen research organzaton and table (8) shows the relatonshp between organzatonal structure and organzatonal performance n ShahdMoen research organzaton. Table 8. The relatonshp between organzatonal structure and organzatonal performance. The correlaton coeffcent Relatonshp Sgnfcance number Result Formalzaton on performance confrmaton Complexty on performance confrmaton Centralzaton on performance confrmaton Analyss of the results mn max 0 X max Descrptve statstcs Results: the hghest percentage tostaffs wth a bachelor's degree (37 percent). Statstcs of staff Job hstory shows that most people (about 62 percent) have 2 to 20 years of employment. Analytcal statstcs Results: frst, the valdty of the model was tested usng confrmatory factor analyss and Kaser-Meyer test and Bartlett test. Kaser-Meyer test results showed that the study sample was suffcent for a good research model. Bartlett test wth the level of error less than 0.05 showed that factor analyss s good for model structure because the hypnosess of defned correlaton matrx s rejected. The man hypothess Concluson: The results showed that the organzatonal structure and performance of ShahdMoen research organzatonhad a sgnfcant relatonshp (the relatonshp 0.49). But the multple regresson coeffcents were used because of the blateral correlaton relatons and the researcher related to the mpact of each of the ndependent varables to assess. The precondton for regresson s normalty of data verfed usng Kolmogorov-Smrnov test. The regresson coeffcent s 0.79, whch ndcates a strong relatonshp between organzatonal structure and organzatonal performance. Drect correlaton coeffcents of the regresson showa drect relatonshp betweencentralzatonand formalzaton and performance and a reverse relatonshp (negatvely) between the complexty and the organzaton's performance. Then structural equatons were used to evaluate causal relatonshps and explan the research model. Structural equatons showed that the organzaton performance s nfluenced by learnng and growth and nternal processes of the organzaton. Snce the organzaton under the study s a research and scentfc center, the above mentoned result seems logcal. 0 W j CONCLUSION ) The frst sub-hypotheses examnng the mpact of formalzatonon organzatonal performance have been confrmed. The study showed thatthe Iranan avod ambguty and abhor uncertanty and the consent of the staff from formalzaton can be due to the help of the organzaton structure to reduce uncertanty n jobs and clarfy the dutes. 2) The second sub-hypothess (effect of concentraton on the organzaton performance) was also confrmed. For the respondents, the centralzatonof the organzaton s at a relatvely hgh level. Confrmaton of ths hypothess could be due to the fact that accordng to Hosted studes there s hgh power dstance n Iran and t can be the reason for acceptng centralzatonamong staff n offces. So the centralzatonhad a varable mpact on organzatonal performance due to the acceptance perod of the employees. 373

12 Intl. Res. J. Manag. Sc. Vol., 3(8), , 205 3) The thrd sub-hypothess examnng the mpact of complexty on organzatonal performance also confrmed. In can be sad that, because the staff s job s unform durng the employment perod and there s a low possblty for promptng for them, so the expertse and generally speakng the complexty has a reverse effect on organzatonal performance. Suggestons for the future research * Based on the frst sub hypothess statng that there s a drect and sgnfcant relatonshp between formalzaton and performance, laws and polces should be developed properly wthn the organzaton to prevent any confuson for the staff. * Based on the second sub hypothess statng that there s a postve and sgnfcant relatonshp between centralzatonand organzatonal performances, the decsons should be taken at the top of the organzatonal pyramd and communcated to offcals and deputes and delegatons are not done as possble. * Based on the thrd sub hypothess statng that there s a reverse relatonshp between complexty and organzatonal performance t s recommended to reduce vertcal and horzontal levels and create substrates for varous levels of communcaton, to mprove organzatonal performance. * Snce the functon of organzaton bases on growth, learnng and nternal processes, t s recommended to mprove organzatonal performance by n-servce tranng for staff. Snce the organzaton's nternal processes play an mportant role n the performance of the entre organzaton, t s proposed to mprove the performance of the entre organzaton by reformng the processes. Ths paper examnes the mpact of organzatonal structure on the performance n ShahdMoen research organzaton. Then, therelatonshp between dmensons of organzatonal structure and performance was studed and assessed usng correlaton and regresson. Fnally, usng structural equaton modelng,the cause and effect relatonshp were analyzed, and the three hypotheses namely the mpact of organzatonal structure on organzatonal performance and sgnfcant relatonshp between these varables was confrmed. REFERENCES Amaratunga D, Baldry D, Sarshar M, 200. Process mprovement through performance measurement: the balanced scorecard methodology. Work study. 50(5): Ghalayn AM, Noble JS, Crowe TJ, 997. An Integrated Dynamc performance Measurement System for Improvng Manufacturng Compettveness.Internal Journal of Producton Economcs. 48: Kaplan RS, Norton D, 992. The balanced scorecard measures that drve performance. Harvard Busness Revew. 70(): Kaplan RS, Norton D, 996.Development of a Balanced Scorecard an ntegrated approach of Interpretve Structural Modelng (ISM) and Analytc Network Process (ANP).Internatonal Journal of Productvty and Performance Management. 56(): Kloot L, Martn J, Strategc performance management: a blanced approach to performance management ssues n local government. Management accountng research. : Lu S, Forrest J, Yang Y, 202. A bref ntroducton to grey system theory Grey Systems.Theory and Applcaton. 2(2):90. Marr B, Adams C, 2004.The balanced scorecard and ntangble assets; smlar deas, unalgned concept.measurng Busness Excellence. 8(3): Nabwey HA, Paomy MS, 203.An ntegrated Methodology of Rough Set Theory and Grey System for Extractng Decson Rules.Internatonal Journal of Hybrd Informaton Technology. 6():58. Sm KL, Koh HC, 200. Balanced Scorecard: A rsng trend n strategc performance measurement.measurng Busness excellence. 5(2):