Investigation of Correlation between Organizational Structures and Effectiveness in Zahedan University of Medical Sciences

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1 International Research Journal of Applied and Basic Sciences 213 Available online at ISSN X / Vol, 6 (4): Science Explorer Publications Investigation of Correlation between Organizational Structures and Effectiveness in Zahedan University of Medical Sciences Naser Sarani 1, Eghbal Paktinat 1, Zhaleh Mohajeri 2 1. Department of Public Management, Faculty of Management, Islamic Azad University Sirjan Branch, Kerman, Iran. 2. School of Nursing, Zahedan Medical Science University, Zahedan, Iran. Corresponding Author naser.sarani22@gmail.com ABSTRACT: The aim of this work is investigating problems in organizational structure of Zahedan University of Medical Sciences and its effectiveness on the organization. To this end, a sample in size was selected by stratified sampling method from staff employed in headquarters in Zahedan University of Medical Sciences. Data collection tool was standard questionnaire, reliability and validity of which was confirmed. Obtained data were analyzed using correlation coefficient and regression. Findings show positive and significant correlation between organizational structure and organizational effectiveness. In addition, other findings show organizational structure complexity, organizational structure formalization and organizational structure Centralization have a significant positive correlation with organizational effectiveness. Key words: structure, complexity, formalization, Centralization, effectiveness INTRODUCTION Iranian society today has entered new areas and periods. Period in which we live has some distinct features which distinguishes it from other periods. In our age, Transformation and Innovation, Development and expansion, autarky and independence, improve and reconstruction is basic goals of the organizations in the society. To achieve these goals, an appropriate tool should be used so that the organization's goals are realized and the tool is Organizational Structure (Alvani, 1995). Organizational structure is the basis for distribution of the roles in the organizations which includes Organizational hierarchy, decision-making and operational mechanisms, which provide basis for regulations and procedures of the organization and necessary connection lines for implementing daily tasks (Zahedi, 2). Organizational structure is the way by which organizational activities are divided, organized and coordinated. Organizations provide structures so that activities of the agents are coordinated and members' actions are controlled. Organizational structure is manifested in organizational chart. Organizational chart is a visible symbol of the whole activities and processes of the organization (Arabi, 26). Effectiveness is a challenging issue regarding Profit and nonprofit organizations. Barnard (1938) defined effectiveness as implementing organizational goals. He considered implementing goals and organization's survival. He defined organization as cooperation systems and considered internal balance and adjustment with external conditions, practical action and skillful leadership as effectiveness criteria (Brown, 25). Organizational effectiveness means the extent of realization of its goals using specific resources without wasting its resources and unnecessary erosion of its members and community (Thibodeaux and Favilla,1996). I the organization is defined as a collection of individuals who cooperate for realization of specific goals, task division is necessary among these people so that the goals are realized, and each subset should perform part of activities. Division of labor causes multiplicity, that is, individuals pursue special goal. Thus, it is necessary to have coordination so that cohesion and goals integration is obtained and all separate activities are directed toward achieving a general purpose. Organizational structure creates such coordination and specifies position of individuals in the organization (Rezaeeian, 2). The structure consists of a way in which tasks of the individuals

2 Intl. Res. J. Appl. Basic. Sci. Vol., 6 (4), , 213 in the organization are divided and coordinated. Structure is shown through organization's charts, job descriptions, methods and regulations, and it is related to control pattern and workflow. In addition, organizational structure can provide relationship between the individual and social and psychological systems (Kast and else, 1985). Organizational structure is manifested in organizational chart. Organization is a visible symbol of the whole activities and processes of the organization. There is three main components in definition of structure: Organizational structure determines formal reporting relationships in the organization and shows levels which are available in administrative hierarchy and it specifies control area of the managers or supervisors. Organizational structure determines people who work in group in circles and it specifies groupings in the whole organizational Organizational structure determines formal reporting relationships and includes the number of levels in the hierarchy and control area of the managers and supervisors. Organizational structure groups people in the section in the organization. Also, it includes designing systems for ensuring effective communication, coordination and correlation of the attempts inside sections (Daft, 24). Aspects of Organization Design Aspects of the organization are classified as two groups: 1. Structural aspect, 2. Content aspect. Structural aspect defines internal characteristics of the organization and it is a basis by which organizations are measured and compared. Content aspect represents status of the organization and affects structural aspects. Organization's aspects are mutually related and adapt themselves for obtaining goals. Structural aspects include: 1. formalization, 2. Specialty, 3. having standard, 4. Hierarchy of authority, 5. Complexity, 6. Centralization, 7. Staff ratios, 8. Professionalism. Content aspects include: 1. Technology, 2. Environment, 3. Goals and strategies of organization, 4. Culture (Daft, 2:28). Increased efficiency and effectiveness is considered as an important strategy for success and survival of the commercial and non-commercial organizations. Existence of an appropriate organizational structure which regulates relationships of individuals and units properly facilitates progressive movement of the organization. Thus activities will be done with the minimum time wasting and with the best outcome and highest quality and hence it leads to a successful and effective organization (Mir Sepasi, 1996). The aim of organizational effectiveness issue and its relation with organizational structure is that existence of an appropriate structure makes organizations effective. Appropriate structure, in which there are fully defined regulations and relations, is a success factor for organizations. Discussing on organizational structure and its relevance to effectiveness suggest the fact that management of the organization should design such a structure which include all its structural aspects such as complexity, centralization and formalization of the necessary effectiveness (Rezaeeian, 1992). There are different factors which affect effectiveness including: Motivation: It is one of the most basic criteria for investigation of effectiveness of individuals in the organization and considerably affects total effectiveness of the organization in terms of job satisfaction for staff, since the management should care constantly for motivation of the individuals and workgroups for increased profit or efficient of the organization and better performance of the staff. Working ability or willingness: in evaluation of staff performance, it should be investigated if staff has necessary knowledge and skills for successful accomplishment of the work. One way for creating professional growth opportunity and work attraction is training or optimization of human resources. Job perception or perception of one's role in organization: staff should be aware of the way of implementing work and its time and the work should be acceptable. For increasing and proper understanding of the job, staff should be aware of long and short term goals and priorities and the way of their attainment. Organizational support: one necessary condition for realization of goals is adequate support and guidance by the organization. Some related factors include adequate budget, equipment and facilities would are useful for implementing the work, necessary support from other organizational units, availability of high quality product and adequate human resources reserves. Performance feedback an effective feedback process informs staff about quality of their work on a regular basis. If there is no feedback process in the organization and staff is not aware of their performance deficits, management expectations for improved staff performance are unrealistic. Credit: managers today need to find legal support for their decisions and make them documented. They should review constantly their personnel affairs including Job analysis, recruitment, assessment, training, promotion and dismissal, and make credit for their decision if there is problem. Environmental adaption: external environment of the organization play a critical role in its effective running. Managers are not able to perform their responsibilities well, unless they are aware of the elements of external environment and show sensitivity to them and respond them. If environmental problem is out of staff control, they 466

3 Intl. Res. J. Appl. Basic. Sci. Vol., 6 (4), , 213 should not be rewarded or punished due to their performance. In other words, it should be expected staff act in adaptation with environmental limitations (Blanchard,1988). Organizational structure: organizational structure is the basis for role distribution in the organization which includes organizational hierarchy and decision making and operational mechanisms which provide basis for organization regulations and procedures and necessary connection lines for implementing daily tasks (Zahedi, 2). Organizational structure is the way by which organizational activities are divided, organized and coordinated. Organization develops some structures so that it coordinates and controls activities of the members. Organizational structures, is the framework for relations dominating over jobs, systems, operational processes, individuals and groups which attempt for achieving the goal (Barny and greefine,1992). Also operational definition for organizational structure is the score which is obtained from related questions in organizational structure questionnaire (24 items). Complexity: complexity refers to the extent of differentiation in the organization and it is classified into three groups: horizontal differentiation, which refers to differentiation between organizational units according to organization situation, nature and their tasks and level of education and learned training. The main indication suggesting inter-organizational horizontal differentiation is professionalism and segmentation within the organization. Vertical differentiation refers to depth or height of organizational structure. Increased organizational hierarchical levels increases vertical differentiation and organization complexity. Geographical differentiation refers to scattering of the offices, factories and individual in the organization in terms of geographical regions (Robins, 29). Also operational definition for organizational structure complexity is the score which is obtained from related questions in organizational structure questionnaire (items 1-7). Formalization: the extent of emphasis on regulations and rules and implementing them in the organization shows extent of formalization in the organization. Factors such as job descriptions and standards, extent of supervisors' control over individuals, freedom of managers and staff, standardization of tasks, the application of the rules all are indications of formalization of organization (Alvani, 1997). Also operational definition for organizational structure formalization is the score which is obtained from related questions in organizational structure questionnaire (items 8-14). Centralization: organizational centralization means center of decision-making is at the top of the organizational hierarchy. In other words, decision making authority is limited to the top of organization and all or most decisions of the organization are made by the top management and then they flow to levels of the organization and organizational pyramid base and generally if decisions are made at top organizational level, it is a centralized organization (Robins, 29). Also operational definition for organizational structure centralization is the score which is obtained from related questions in organizational structure questionnaire (items 15-24). Effectiveness: effectiveness is in the form of specified goals and satisfaction of those involved in achieving the goal (Rezaeeian, 1993). Organizational effectiveness is the extent by which organization achieves its goals (Daft,1988). For Daft, an organizational effectiveness formula is realized goals divided by expected goals. Also operational definition for effectiveness is the score which is obtained from related questions in effectiveness questionnaire (26 items). Conceptual Model and Research Hypotheses Considering reviewed literature and related theoretical framework, conceptual model can be drawn as follows: 467

4 Intl. Res. J. Appl. Basic. Sci. Vol., 6 (4), , 213 Organizational Structure Complexity Dependent variable Formalization Centralization Figure1. Effectiveness There is significant relationship between organizational structure and effectiveness in Zahedan University of Medical Sciences. There is significant relationship between organizational structure complexity and effectiveness in Zahedan University of Medical Sciences There is significant relationship between organizational structure formalization and effectiveness in Zahedan University of Medical Sciences There is significant relationship between organizational structure centralization and effectiveness in Zahedan University of Medical Sciences METHODOLOGY SAMPLE SIZE AND SAMPLING METHOD a sample in size was selected by stratified sampling method from staff employed in headquarters in Zahedan University of Medical Sciences. In other words, statistical society includes all people with organizational level as Faculty, practitioners, managers; heads of departments, officials, experts in different areas of headquarter including Head, support department, educational department, health department, health department, and Student department, Department of Drug and Food Research and Technology. Considering statistics of available human resources in the time of data collection, statistical society includes 1,89 ones. According to Kerjcie & Morgan table, sample size was specified as. Then, contribution of each unit was specified by stratified sampling method and with quota manner. Research Tools Two types of questionnaires were used. First one was related to organizational structure and measures dependent variables of the research. It was developed by Robins and measures three aspects of organizational structure aspects, that is, complexity, formalization and centralization including 24 items; 7 items for complexity, 7 items for formalization and 1 items for centralization aspects (Alvani, 23). The second one was related to organizational effectiveness which measures the university's effectiveness. In other words, it was used for measurement of independent variable, that is, organizational effectiveness. The questionnaire's source is from Campbell which measures 5 aspects of job satisfaction, organizational goals recognition, flexibility, efficiency and organizational growth and development. It consists of 26 items; 6 items are for recognition of organizational goals, 4 items are for flexibility, 7 items are for efficiency and 3 items are for organizational growth and development. 468

5 Intl. Res. J. Appl. Basic. Sci. Vol., 6 (4), , 213 Following measurement of validity and reliability of the questionnaires, questionnaires were distributed among the sample. For testing reliability, pretest by sample size 3 was used. After completion of the questionnaires and entering data, Spearman correlation coefficients were used for both questionnaires..82 and.76 were reported for organizational structure and effectiveness questionnaires, respectively. It suggests acceptable reliability for questionnaires. FINDINGS Among cases, (52.6%) were male and 135 (47.4%) were female. Table shows distribution of frequency in terms of gender; 16 cases (5.6%) were 2-25 years old and 7 cases (24.6%) were 25-3 years old, 51 cases (17.9%) were 3-35 years old, 52 cases (18.2%) were 35-4 years old, 43 cases (15.1%) were 4-45 years old, 33 cases (11.6%) were 45-5 years old, 14 cases (4.9%) were 5-55 years old, 6 cases (2.1%) were above 55 years old. Table gives distribution of frequency in terms of age. 27 cases (9.5%) were faculty member, 154 cases (54.%) were official employees and 14 cases (36.5%) were non-official employees. Tables give distribution of frequency in terms of employment status. Since distribution table includes organizational structure variable consisting of complexity, formalization and centralization components and effectiveness variable consisting of job satisfaction, organizational goals recognition, flexibility, efficiency and organization growth and development, thus quantitative description of organizational structure and effectiveness variables and their components are given in Table 1. Table 1. Descriptive indices regarding research variables (organizational structure) (n=) Complexity Formalization Centralization Organizational Structure Number Valid None Response Mean Median Mode Standard Deviation Variance Skewness Skewness Error Kurtosis Kurtosis Error Minimum Maximum Table 2. Descriptive indices regarding research variables (organizational effectiveness) (n=) Number Valid None Response Mean Median Mode Standard Deviation Variance Skewness Skewness Error Kurtosis Kurtosis Error Minimum Maximum Job Satisfaction Determination of Organizational Goal Flexibility Efficacy Organizational Growth and Development Effectiveness According to H1, There is significant relationship between organizational structure and effectiveness in Zahedan University of Medical Sciences. Pearson correlation coefficient and Spearman tests were used for investigating relationship between organizational structure and effectiveness. Results are given in Table

6 Intl. Res. J. Appl. Basic. Sci. Vol., 6 (4), , 213 Variable Organizational Structure Table 3. Coefficients of correlation between organizational structure with effectiveness Effectiveness Significant Pearson Coefficient Spearman Coefficient Coefficient Sig Number Coefficient Sig Number yes Level Level * p <.5 p <.1 Direct or Indirect Direct Results obtained from Pearson and Spearman correlation coefficient show there is significant relationship between organizational structure with effectiveness (significance level smaller than.1) and it is a direct strong relationship. Table 4. Regression model summary Model R R 2 R 2 Standard Error Considering above table and modified R 2, it is clear organizational structure predicts.514 of changes in effectiveness. H2 suggests there is significant relationship between organizational structure complexity and effectiveness in Zahedan University of Medical Sciences. Pearson correlation coefficient and Spearman tests were used for investigating relationship between organizational structure complexity and effectiveness. Results are given in Table. Table 6. Coefficient of correlation between organizational structure complexity with effectiveness variable Effectiveness Direct or Significant Indirect Complexity Pearson Coefficient Spearman Coefficient Coefficient Sig Level Number Coefficient Sig Level Number yes Direct * p <.5 p <.1 Results obtained from Pearson and Spearman correlation coefficient show there is significant relationship between complexity of organizational structure with effectiveness (significance level smaller than.1) and it is a direct weak relationship. Table 7. Regression model summary Model R R 2 R 2 Standard error * p <.5 p <.1 Considering above table and modified R 2, it is clear organizational structure complexity predicts.86 of changes in effectiveness. H. suggests there is significant relationship between organizational structure formalization and effectiveness in Zahedan University of Medical Sciences. Pearson correlation coefficient and Spearman tests were used for investigating relationship between organizational structure formalization and effectiveness. Results are given in Table 8. Table 8. Coefficient of correlation between organizational structure formalization with effectiveness Variable Effectiveness Direct or Significant Indirect Complexity Pearson Coefficient Spearman Coefficient Coefficient Sig Level Coefficient Sig Level Coefficient Sig Level yes Direct * p <.5 p <.1 Results obtained from Pearson and Spearman correlation coefficient show there is significant relationship between organizational structure formalization with effectiveness (significance level smaller than.1) and it is a direct average relationship. 47

7 Intl. Res. J. Appl. Basic. Sci. Vol., 6 (4), , 213 Table 9. Regression model summary Model R R 2 R 2 Standard error Considering above table and modified R 2, it is clear organizational structure formalization predicts.36 of changes in effectiveness. H4 suggests there is significant relationship between organizational structure centralization and effectiveness in Zahedan University of Medical Sciences. Pearson correlation coefficient and Spearman tests were used for investigating relationship between organizational structure centralization and effectiveness. Results are given in Table 1. Table 1. Coefficient of correlation between organizational structure centralization with effectiveness Variable Effectiveness Direct or Significant Indirect Centrality Pearson Coefficient Spearman Coefficient Coefficient Sig Coefficient Sig Level Coefficient Sig yes Direct Level Level p <.5 p <.1 Results obtained from Pearson and Spearman correlation coefficient show there is significant relationship between organizational structure centralization with effectiveness (significance level smaller than.1) and it is a direct average relationship. Table 11. Regression model summary Model R R 2 R 2 Standard error Considering above table and modified R 2, it is clear organizational structure formalization predicts.391 of changes in effectiveness. DISCUSSION AND CONCLUSION Considering research hypotheses, theoretical principles, obtained data and reviews, following points are recommended for improved performance and increased effectiveness in the university and realization of the goals. Given results for the main hypothesis which suggests direct strong relationship between organizational structure and effectiveness in the university, it is recommended top, idle and basic level management pay attention to following points: Structural aspect including formalization, professionalism, having standard, authority hierarchy, complexity, centralization, personnel positions and content aspects including technology, environment, goals, strategies and culture of organization. Application of above aspects in achieving university's goals which are in heath, treatment and medical education areas. It will lead to significant progress in above areas. Thus paying attention to structural aspects pursues both the goal and organizational effectiveness. Minor hypothesis 1 suggests direct weak relationship between organizational structure complexity and effectiveness, because: It seems that tom and middle management of the university do not pay much attention to vertical and horizontal differentiations in organization structure. Because these experts are in health and treatment areas and do not have comprehensive information on establishment discussion and specialized training courses. It is suggested in horizontal differentiation, all jobs are accurately defined and job description are provided for them and related educational fields are used in related jobs and staff are employed which are used in their specialty field and their use in unrelated units and jobs are prevented. In vertical differentiation, top and middle management should pay special attention to levels of organization, since the more are such levels, the gap between employees and managers is increased and organizational communication is reduced and staff cannot transfer their problems and issues directly the university management. Minor hypothesis 2 suggests direct average relationship between organizational structure formalization and effectiveness. It is suggested: 471

8 Intl. Res. J. Appl. Basic. Sci. Vol., 6 (4), , 213 Written and codified regulations and necessary instructions should be provided for identifying organizational goals for university staff so that organization goals are in line with goals of staff and staff considers organizational goals as their own goals and thus organizational effectiveness is increased. Written and codified regulations should be prepared for adapting changes in the organization as well as for confronting environmental changes and they should be provided with the staff so that flexibility and adaptability of organization as well as organizational effectiveness are improved. Thus, the more is formalization in the organizational structure, flexibility of the staff against inter-organizational changes and organization's flexibility against environmental changes is increased. Considering university is a relatively great organization, it is suggested regulations, rules, bylaws, instructions are prepared as guidebooks for managers and staff so that job satisfaction in subordinates is increased and organization effectiveness is improved. Since in great organizations such as universities, the management is not able to control and monitor a large number of units under supervision by alone. Thus regulations and bylaws should be defined concerning tasks of units and staff and they should be informed to units and staff comprehensively. The more comprehensive and explicit are regulations, procedures, instruction, and bylaws and job descriptions, more opportunity is provided for individual development and thus it leads to organizational growth and development and it increases effectiveness in the university. Minor hypothesis. suggests direct average relationship between organizational structure centralization and effectiveness, thus it is recommended: Organizational structure's centralization is reduced somehow and more decisions are relegated to lower levels. It causes the more opportunities for staff for promotion to higher levels. Also it causes university can make decision more easily in absence of top and middle management. Also managers gain more opportunity to participate in conferences and meetings out of the organization and thus organization will become more flexible and staff will accept new methods more easily and organization responds well against environmental changes ad threats. Staff without academic education should be sent to short and long term training courses so that they learn new information and apply them in the related job so that university effectiveness is increased. Staff who lack necessary efficiency in the labor environment due to such factors as old age and working background and are not able to work optimally should be retired (before due time) and young staff with academic education are replaced with them so that both jobs are created and educated young labor forces are employed and more energy is spent on job implementation. Since it is information age, using information and technology systems, training and educating middle and basic level management as well as university staff with updated knowledge of the world helps achievement of university goals. Obtained averages for organizational structure and effectiveness variables and their aspects in Zahedan University of Medical Sciences are in optimal level, thus it is suggested: Staffs are participated in decision making. Staff participation in decision making causes they feel closeness to the organization and feel more loyalty and belonging to it. Closeness with the organization adapts goals of individual and organization and leads to realization of organizational goals and increased effectiveness. In other words, managers can participate staff in their decisions through participating them in commissions and meetings held in the organization or through recommendation box and referring to their opinions. It causes that individual feels belonging to the organization and their goals are in line with goals of organization and thus organization becomes effective and its goals are realized. When individual is participated in decision making and he is consulted, he feels the organization belongs to him and this unity causes adaptation of his goals with organization's ones. Organization should be organized in such a way that it causes group and environmental cohesion with understanding, agreement, trust and intimacy. Participatory management play significant role in creating these factors. Zahedan University of Medical Sciences has a long organizational structure and it is a totally mechanical organization. Organization managers should avoid from severe and extreme control which is regarded as a kind of mental pressure by the staff and would have negative impact on their spirit. Practical Recommendations Top management of the university should pay attention to organizational structure and its relation with organizational effectiveness and recognize their dominant organizational structure. Thus they would know how to 472

9 Intl. Res. J. Appl. Basic. Sci. Vol., 6 (4), , 213 relegate authority and how to participate people in decision making. These factors lead to realization of goals and effectiveness of the organizations. Identifying organizational culture and representing it by those who are familiar with its culture. They should have contingency perspectives to organizational culture. Paying attention to commitment and specialty are basic issues that managers should believe in them. In other words, they should believe no organization will succeed in achieving organizational goals without staff commitment. Those should be appointed to managerial positions who have adequate familiarity with organization theories and tasks and management, and one should not be appointed in management position of an organization which is different from other ones just because he have had managerial position in the previous organization, rather organizational structure difference should be considered. Considering following factors helps top management in selection of organizational structure (considering needs, conditions and climate dominant on the organizations): Background and history of the organization and its development stages through development and expansion of its activities (considering life cycle in the organization) The nature of the organizational activities Regional and environmental factors Equipment, facilities and manpower available Philosophy of management and expectations of organization Organization capacity to accept the changes The way of preparation and coordination of activities and communication in each unit. Rewarding staff should be based on the performance. The issue which is seen in most organizations is that there is no relation between staff performance and their wage, thus it may discredit organization regulations and reduce motivation. Its solution is that managers can provide accurate job descriptions and measure expected performance accurately and reward them fairly or punish them. Anyway it is necessary to put performance of the staff as their rewarding base. Participation of the staff in decisions related to working field which helps decentralization. Reducing repetitions in administrative correspondences within organizational levels which helps recuing centralization Relegating authorities and proportionate responsibilities to people which helps reducing decentralization. Trust making between top management and staff which reduces centralization Facilitating vertical communication especially with top management which decreases complexity REFERENCES Ahmadi M. 27.Organizational behavior management, first edition, Alvani M. 28.General Management, Nashre Ney, thirty- second edition, pp Cunning ham.j.barton,aproaches to The evaluation of organization Effectiveness,Academy of Management science V.2 july,academy of Management silence V.2 july,1977. Daft LR. 28.Organization theory and design, Ali Parsaeian and Mohammad Arabi, Tehran, Cultural Research Bureau,, ninth edition, p. 29. Daft LR. 29.Organization theory and design, Ali Parsaeian and Mohammad Arabi, Tehran, Commercial Publishing Company, Volume II, P. 16. Davis And Newstrom.1985.Human Behavior at Work: organizational Behavior,Mcgraw-Hill,Seventh Edition, Frad L organizational Behavior,Mcgraw-Hill,Inc,Fourth Edition, French S. 21. Management culture, (M. Saebi), Public Administration Training Center, Tehran. Harold K, odonnell C, Heinz W Essentials of management Mc graw-hill, Fourth Edition, Hodge BJ, William P nthony,organization Theory,Third Edition Allyn and Bacon,Inc, Iussier Robbert N. 2.management Fundamentals(concepts,Applications,skill Development) south-western college Publishing. Kazemi A Designing effectiveness patterns with emphasis on organizational culture criteria, PhD thesis, University of Tarbiat Modarres, Khaki GR. 24.Research Management, Islamic Azad University Press, third edition, Kokalan H Organizational behavior - human relations, Tehran, Tehran University Publications, College of Administrative Sciences and Business Management, First Edition,, p Kreithner R, Kinicki A. 21.organizational Behavior,Fifth Edition,Mc graw-hill,inc, Mir Sepasi N human resources management and labor resources, strategic approach, Novin Press,, p. 137 Rezaeeian A.28. Principles of Management and Organization, Tehran, SAMT Organization,, eleventh edition, p. 29. Richard H. 25.Hall. Organization, structure, process, and outcomes, Mohammad Ali Parsaeian and Mohammad Arabi, Tehran, Office of Cultural Research,, eleventh edition, pp Richard L. 24..daft, organization Theory and Design,Eighth Edition,Thomson,South-western, Richard M. 199.Hodgetts, organization Theory process and practice Harcout Brace jovan ovich,inc,enternational Edition, Robbins S organization Theory,J:Prentice-Hall,Inc, Robbins S organization Behavior:concepts,controversies and Applications,prentice-Hall,Inc,Fifthy Edition, 473

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