Investigating the relationship between organizational intelligence and the performance of the employees of Melli Bank of Iran, South Tehran Branch Affairs Department

Dissertation for Master's degree (M.A.)

Tension: Government

Introduction

During the past few decades, the concept of intelligence has been increasingly introduced in the history and research of psychology and management as a structure that is related to numerous human behaviors in different environments. On the other hand, nowadays intelligence [1] has become the prefix of many management concepts and this shows the change of view of organizations and organizational thinkers from test intelligence to new approaches to the category of intelligence. Perhaps one of the types of intelligence can be considered for the development of organizational intelligence. Organizational intelligence enables managers to make organizational decisions. Organizational intelligence means having comprehensive knowledge of all factors that affect the organization. Having a deep knowledge of all factors such as customers, competitors, economic environment, operations and organizational processes that have a great impact on the quality of management decisions in the organization (Abzari, 2015; 25). Organizational intelligence is the capacity of an organization to mobilize all the intelligence that is available to it and concentrate that ability to achieve its own missions (Albrecht [2], 2002). On the one hand, organizations need to continuously improve their performance in order to maintain, survive and progress, and human resources are considered the fundamental capital of organizations and the origin of any transformation and innovation in them. Therefore, organizational intelligence can be one of the effective factors on the individual's performance within the organization. Also, strengthening the components of organizational intelligence (strategic thinking, common destiny, desire for change, morale, unity and agreement, application of knowledge and performance pressure) can improve performance and ensure the organization's dynamism. Organizational intelligence[3] is a dynamic business window to the outside environment that identifies organizational performance, increases efficiency, and reveals unknown opportunities. Therefore, the main purpose of conducting the above research is to examine the relationship between organizational intelligence and the performance of the employees of the Melli Bank of Iran in the administration of the affairs of the southern branches of Tehran. The successful response of organizations in a highly dynamic and changing environment depends on their ability to provide information and find appropriate solutions to the problems they face. Now, the necessity of education that fits the changing needs of the individual and society is felt more than ever. In the 21st century, institutions and organizations, especially financial and banking institutions, with every mission, mission, goals and vision they have, ultimately operate in a national or international territory and are required to respond to customers, clients and beneficiaries. Therefore, reviewing performance results is considered an important strategic process. The quality and effectiveness of management and its performance is the determining factor for the evaluation and vital for the realization of the development and welfare programs of the society (Rahimi, 2015, 42). Performance measurement makes the system intelligent and motivates people in the direction of desirable behavior and is the main part of formulating and implementing organizational policy (Arshaddi Khamse, 2017). Recent studies in the field of human resources have shown that five characteristics of personality, talent, interest, intelligence and skill are effective as the success of human resources in advancing organizational goals and creating job satisfaction, organizational learning, knowledge orientation, and creation coefficient and evaluation of employees (Seyd Javadin, 2018). Today, it can be confidently claimed that the identification and use of organizational intelligence can increase the competitiveness of an organization and differentiate it from other organizations. The necessity of examining organizational intelligence is now a response to the current conditions and the needs of managers. By using organizational intelligence, the organization increases the effectiveness of using existing information structures in line with its goals, and information is developed from the operational mode and limited to use in the executive layers of the organization for the use of managers. Considering that managers work in organizations that are affected by their internal and external environment, and in response to their own issues and problems, like humans, they need the power of learning.Therefore, the problem of organizational intelligence can help managers in this matter and enable them to respond to needs and problems and respond to environmental changes in a timely manner according to their organizational memory. Therefore, in order to advance organizational goals and achieve them, managers need organizational intelligence that they can rely on to improve their performance. The main purpose of the current research is to investigate the relationship between organizational intelligence and their performance in National Bank of Iran/Tehran South Branch Affairs Department. For this purpose, organizational intelligence is defined in seven dimensions based on Karl Albrecht's theory: 1 strategic thinking, 2 common destiny, 3 willingness to change, 4 spirit, 5 unity and agreement, 6 application of knowledge, 7 performance pressure, in order to examine the relationship between organizational intelligence and its dimensions with employee performance. According to the observations made among the employees of the National Bank of Iran, the researcher of this research is also an employee of this organization; Also, with the entry of private banks and their relatively good performance in improving the quality of providing banking services in various fields, especially electronic and customer-oriented banking services, the concentration of the market has decreased and the increase in competition is quite noticeable. Although the National Bank of Iran still holds the first position due to its large financial resources and extensive branches, but the bank's market share has gradually decreased. Therefore, the performance of the employees of National Bank of Iran is not acceptable due to the failure to achieve organizational goals, lack of focus on financial dimensions and adoption of appropriate policies regarding the provision of modern banking services, slow decision-making process, reduction of motivation, lack of attention to the proposal system, therefore the research problem is expressed as an examination of the relationship between organizational intelligence and the performance of National Bank of Iran employees. found, on the other hand, the biggest capital of any organization is the human capital of that organization. Many scientists consider the knowledge of human capital management to be the only sustainable source of organizations' competitive advantage, and also due to the nature of the era in which we live, there is a great difference between the organizations of today and the past, and in this connection, Charles Handi, an expert in the field of management, says: today's managers are dealing with organizations that are not similar to the organizations of the past, one of the basic characteristics of new organizations is their formation based on learning. Therefore, managers and employees are always learning and acquiring new skills, because the strength of any organization is proportional to the level of continuous training of its managers and employees (Alborzi, 2015, 12).

Organizational intelligence refers to education and knowledge acquisition that takes place through the use of humans, computers, and other devices, and takes into account the knowledge related to the organization's environment (both internal and external environment).

Today, rapid changes are taking place. Political, social, and economic changes have changed the role of governments from direct management to guiding and guiding roles, and have caused government organizations to look at their internal and external environment with a completely different perspective than yesterday. Now, organizations have realized that in order to achieve organizational excellence and realize their goals, they have no choice but to systematically measure their performance and compare it with short-term plans and make necessary reforms according to the feedback from the internal and external environment (Dariani et al., 2016). The role of effective evaluation and monitoring systems in the improvement and excellence of organizations is well known. The conducted studies show that in many large organizations (especially in the public sector), after the planning and transformation systems, the need for an efficient evaluation and monitoring system is the next priority. The role of evaluation systems in organizational excellence and improvement becomes more apparent when the determination and will of the organization's forces are established to carry out the planned transformation (Dariani et al., 2016). Therefore, reviewing performance results is considered an important strategic process. The quality and effectiveness of management and its performance is a decisive and vital factor in the realization of development plans and society (Rahimi, 2015, 42).