Evaluation of the performance of the vice-chancellor of urban planning and architecture of Tehran municipality using a balanced scorecard

Master's Thesis in Urban Management

Abstract

All organizations, both public and private, need to evaluate the performance of their activities and processes for development, growth and sustainability in today's competitive arena, so that they can measure the efficiency and effectiveness of their organization's plans, processes and human resources. Monitoring and evaluation is the factor of consistency and durability of the program and the realization of its goals. Hence, performance monitoring and evaluation is the measure of success and pathology of each component and the entire management of the organization in the realization of program goals. In Tehran municipality, there is relatively no executive plan and scientific evaluation mechanisms that can be used as criteria for classifying managements, distributing resources, applying punishments and rewards, improving and updating methods and structures. On the other hand, the area of ??urban development is one of the strategic areas of the municipality, and such areas have significant importance in realizing the goals of the municipality. Therefore, in this research, the performance of the vice-chancellor of urban planning and architecture of Tehran municipality in the 7th and 10th districts has been evaluated using the Kanji score card. The aim was to determine the status of the deputy's performance in the four dimensions of organizational learning, process excellence, stakeholder satisfaction, and stakeholder value. The descriptive research method is a survey type, and the statistical population of the research is all the experts of the urban planning deputy and the citizens of regions 7 and 10. The sample number of citizens was 200 and the sample number of experts was 90 people. In this research, two independent samples t-test and Friedman's test were used to analyze the data using spss software. After analyzing the data, it was determined that the performance of the vice president is unfavorable in the two dimensions of process excellence and stakeholder value from the perspective of citizens, and favorable in the two dimensions of organizational learning and stakeholder satisfaction, but according to experts, the performance of the vice president is favorable in all four dimensions. In both regions, experts have considered the status of the three dimensions of organizational learning, process excellence, and stakeholder satisfaction better than citizens, but regarding the dimension of stakeholder value, the opinions of the two groups are not significantly different.

Key words: performance evaluation, Kanji score card, organizational learning, process excellence, stakeholder satisfaction, stakeholder value, Tehran, municipality, urban planning

Chapter 1

Design and Generalities of the research

Introduction

Researchers of management science believe that whatever cannot be measured cannot be managed. In today's world, according to the speed and volume of information and the challenges facing organizations, the need to have criteria for determining the position and planning based on strengths and weaknesses seems more necessary than ever.

All organizations, whether public or private, need to evaluate the performance of their activities and processes in order to develop, grow and sustain in today's competitive arena, so that they can measure the efficiency and effectiveness of their organization's plans, processes and human resources. Effective organizations do not stop at collecting and analyzing data, but use these data to improve the organization and realize the missions and strategies of the organization. In other words, instead of just evaluating the performance, they manage the performance.

Over time, some organizations realized the limitation of the accounting system in measuring the performance of the organization and began to develop systems that measured the intangible assets of the organization that the traditional accounting system was unable to measure. Many organizations used these systems along with accounting to measure performance, but the combination of these two systems cannot fully measure all dimensions of the organization. Therefore, organizations will need a system to measure the success rate of the organization in achieving its mission and vision in addition to measuring all dimensions of the organization. The score card establishes a relationship between strategic goals and criteria and includes a set of performance evaluation dimensions, including the dimension of stakeholder value, stakeholder satisfaction, excellence of processes and organizational learning that are derived from the organization's strategy.

In this chapter, the research problem and its importance are described and explained, and the research objectives and questions are further explained, and at the end, the operational definitions of the research words and the steps of the research process are given.

1-1- Statement of the problem

With the development of urbanization and the growth of urbanism in the last century, urban problems have found new dimensions day by day. Nowadays, the care and guidance of urban development and the organization of surrounding areas have become especially important. Managing the city of Tehran, with a population of over 8 million people, as the capital and largest metropolis of Iran, as well as the 29th largest city in the world, is not a category that can be easily passed. Since, like in other countries, the municipality is the main custodian of the management of the city of Tehran, it is very important to pay attention to the way of management and the functioning of the municipality of Tehran, and competent management will not be realized without planning, implementation, monitoring, evaluation and review in order to create a suitable environment for improving the performance. It is information, equipment and human power, and it can be very effective in achieving the vision and operational goals of urban development plans, such as the master plan. In the case of the city of Tehran, which is the largest metropolis of the country and the capital of Iran, the importance of addressing the performance of the urban planning field is doubly important.

Monitoring and performance evaluation is one of the most important activities in the management and planning process and a factor in the consistency and durability of the program and the realization of the relevant executive goals, as well as the degree of fulfillment of the quantitative and qualitative goals of that project. Performance evaluation also measures the success of the management and organization in adapting to the rules and regulations and goals set in the development plan. In Tehran municipality, there is relatively no executive plan, coordinated and comprehensive development, and scientific evaluation mechanisms, an evaluation that can be a criterion for classification of managements, distribution of resources, punishment and reward, improvement and updating of methods and structures. Since the area of ??urban planning is one of the strategic areas of the municipality and the areas or in other words strategic issues are of significant importance in recognizing and realizing the goals of the municipality and are a guide for the allocation of resources and programs of the departments during planning, therefore in this research the evaluation of the performance of the Deputy of Urban Planning and Architecture of Tehran Municipality is discussed. Improvement and renovation (Urban Planning and Development Deputy of Tehran Municipality, 1392: 161) and other related projects are among the important duties of the Deputy of Urban Planning and Architecture of Tehran Municipality, and the implementation of these plans has a great contribution to realizing the development vision of Tehran city. One of the goals of the vision document is to move Tehran towards a green and beautiful, fresh and lively city in the horizon of 1404, with appropriate structure and infrastructure, and finally a city with Islamic-Iranian authenticity and identity will be formed in the region. Such a goal depends on improving the quality of urban planning and city architecture by organizing the facades, appearance and landscape of the city along with the principles of safety and beauty and integration into the body of the neighborhoods and urban tissues and the physical development of the city in accordance with the principles of sustainable development and Environmental protection. In this regard, on the one hand, Tehran Municipality is committed to beautify the city from the aesthetic aspect and the functions of urban life, and on the other hand, the necessary tools to achieve this are in the formulation of urban patterns and rules, monitoring the establishment of land uses and the citizens' commitment to the rule of law, (Tehran Municipality Urban Planning and Development Deputy, 1392:160) and these issues fall within the scope of the duties of the Municipal Urban Development Deputy.

It was previously stated that all organizations, including the Urban Development Deputy For development, growth and sustainability, municipalities need some kind of effective performance evaluation system in which they can measure the efficiency and effectiveness of their organization's programs, processes and human resources.  It is necessary to note that in the public systems of the country, in the parts related to the allocation of input to the systems, monitoring and controls are applied and monitoring and control devices are designed for this purpose, but after the allocation of facilities, there is no monitoring in the process of converting input (financial resources, equipment and manpower) to output (objectives designed to convert inputs to the desired output).