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Investigating obstacles to organizational entrepreneurship in the management of southwestern branches of Maskan Shahr Bank of Tehran

Number of pages: 189 File Format: word File Code: 31263
Year: 2013 University Degree: Master's degree Category: Management
Tags/Keywords: Customer satisfaction - Organizational entrepreneurship - Performance evaluation - Self-organizing systems - Successful organization - Systems thinking
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  • Summary of Investigating obstacles to organizational entrepreneurship in the management of southwestern branches of Maskan Shahr Bank of Tehran

    Chapter 1: Outline of the plan

    Introduction

    In today's era, organizations are increasingly facing dynamic and changing environments, so in order to survive and dynamism, they have to adapt themselves to environmental changes. In other words, due to the accelerating speed of scientific, technological, social, cultural changes and developments. In today's era, organizations are considered successful and efficient which, in addition to coordinating with the developments of today's society, can also predict the path of changes and transformations in the future and are able to direct these changes in the direction of creating desirable changes to build a better future (Qaemi, 2018), because "only by creatively using change to guide the changes themselves can we avoid the damage of the future shock and reach a better and more humane future." Yabim" (Toffler [1], 1373)

    In general, it can be said that successful organizations are organizations that involve their members at different organizational levels in processes that lead to the emergence of initiative, innovation and effective transformation in management and organization, and show flexibility in the face of environmental changes. The driving element of innovation and transformation in the private sector is competition, which makes leading organizations in the competitive market express themselves efficiently and effectively by using technological innovations and organizational changes. However, the general trend in Iran's non-governmental organizations confirms that the conditions governing these organizations are traditional and non-entrepreneurial, and it seems that one of the most important reasons for the inefficiency of non-governmental organizations in Iran is due to the lack of organizational entrepreneurship, and there is also no competition in the public sector of our country. The platform is provided for not paying attention to change, transformation, innovation and entrepreneurship in its real and scientific sense, and this is a worrying issue. 1-1 Statement of the problem: Smart organizations should seek to create conditions that can attract, manage and maintain creative and entrepreneurial people as much as possible in order to benefit from the benefits of organizational entrepreneurship as much as possible (Samad Aghaei, 2018, p. 1). Organizations must continuously provide a serious advantage with a new combination of resources. This is where the importance of creative manpower and in other words, organizational entrepreneurs is highlighted. The existence of a suitable platform for entrepreneurial activities in organizations as well as the external environment that supports such activities are among the most important factors of organizational entrepreneurship (Jedi, Zanjani, 2018). In addition, today, organizations cannot overcome their competitors with a few creative and entrepreneurial people; they must provide conditions so that all employees find an entrepreneurial spirit and can carry out work activities. to implement individual and group creativity easily. The creation of such organizations depends on key factors such as knowing the environmental conditions, understanding the consequences of the existing situation, feeling the need for fundamental change, knowing the characteristics and importance of entrepreneurs, knowing the characteristics of the entrepreneurial organization and creating a suitable platform for attracting entrepreneurs. (Samad Aghaei, 2018) Products, processes, structures and daily administrative affairs (and the ability to compete effectively in international markets) are among the skills that are expected to increasingly affect the performance of organizations in the global economy of the 21st century (Hadytts, Kuratko, 2001). ), banks are among the organizations that have to move towards entrepreneurship in order to respond to these needs. Despite this need, banks, including Maskan Bank, face many obstacles in the occurrence of entrepreneurial activities, therefore, in this research, the barriers to organizational entrepreneurship in the management of the southwest branches of Tehran city were investigated in order to answer these questions.

    -What are the barriers to entrepreneurship in the management of the southwest branches of Mashan Shahr Bank in Tehran?

    -Which of these obstacles are ranked higher?

    1-2 research objectives

    Main objectives:

    -Determining organizational entrepreneurship barriers in the management of the southwest branches of Mashan Shahr Bank in Tehran

    -Ranking of obstacles to organizational entrepreneurship in the management of the southwest branches of Maskan Shahr Bank of Tehran

    Sub-objectives:

    -Determining the internal barriers to organizational entrepreneurship in the management of the southwest branches of Mashan Shahr Bank of Tehran.

    -Determining the environmental obstacles of organizational entrepreneurship in the management of the southwest branches of Mashan Shahr Bank of Tehran.

    -Determining the future obstacles of organizational entrepreneurship in the management of the southwest branches of Mashan Shahr Bank of Tehran

    -Providing appropriate solutions in order to remove obstacles to organizational entrepreneurship in the management of the southwest branches of Maskan Bank of Tehran City

    1-3 The importance of the research topic and the motivation to choose it

    Today, the development of economic activities and entrepreneurship is known as an effective strategy for the economic and social development of countries. The development of economic activities means the process of discovering and exploiting opportunities in order to create value in various economic and social fields, and therefore it has a worthy role to be more active in global markets, confronting competitors, creating sustainable employment, developing justice, reducing poverty, and solving problems in the public and private sectors. Undoubtedly, the development of economic activities as the most effective and practical strategy to get out of deadlocks and economic and social problems requires identifying and removing its obstacles. Capacity building for the development of economic activities, on the one hand, requires the provision of training and entrepreneurship skills with a market-oriented approach and based on the needs of the society at all educational levels, and on the other hand, it requires the recognition and removal of obstacles in creating suitable fields for the development of production and service activities.

    In today's world, banks are considered economic agents and the source of important changes and developments. Therefore, banks face increasing problems to maintain and improve their existence in the market, and many of them are forced to re-evaluate their mission and general strategies. It is worth mentioning that the main components and elements of entrepreneurship strategy in non-profit organizations are the same components and elements of entrepreneurship strategy in for-profit organizations, i.e. pursuing opportunities, organizational culture, employee empowerment, structure and communication, reward and appreciation, teamwork, creativity and entrepreneurship. is considered One of the ways for organizations to respond to environmental requirements and support their mission is to use organizational entrepreneurship (Dubinsky, Sandra, 2000). The importance of entrepreneurship has reached such a point that some experts recognize it as one of the factors of production, such as capital and labor (apart from human power), and consider it the engine of economic development. For years, the topic of entrepreneurship in developed countries has attracted the attention of scientists, officials and people, and it is one of the most popular fields. It has become a university (Samad Aghaei, 1377). Also, due to the rapid increase of new competitors and the feeling of mistrust towards traditional management methods in organizations, as well as the loss of the best work forces, the need for entrepreneurship in organizations is serious (Ahmed Pourdariani, 1378). Banks are also among the jobs and businesses in which the competition has increased and the service provision, speed and facilitation of their service process is increased every day. The banks of our country have also realized this point of view, and on the other hand, the honorable government has a special view on privatizing them in order to align them with global banks. Because with the entry of private banks such as New Economy, Parsian, Saman, Pasargad, etc. The amount of this importance and emphasis was increased. The aforementioned banks were able to show a better view of service delivery and customer satisfaction from bank performance to bank managers and customers, and by providing new banking services and using electronic services, the quality of service delivery, respect for customers and so on. bring competition into this arena. Therefore, banks have no choice but to create added value and take advantage of existing opportunities, and in order to use these opportunities and create more value for customers, they must create an entrepreneurial spirit among their managers and personnel. The discussion of organizational entrepreneurship (especially in Housing Bank) has received less attention and the required fields have not been provided for it.

  • Contents & References of Investigating obstacles to organizational entrepreneurship in the management of southwestern branches of Maskan Shahr Bank of Tehran

    List:

    Chapter 1: Overview of the plan. 1

    Introduction. 2

    1-1 statement of the problem. 3

    1-2 research objectives. 4

    1-3 The importance of the research topic and the motivation to choose it. 4

    1-4 theoretical framework. 6

    1-5 research model. 10

    1-6 research hypotheses. 11

    1-7 operational definitions of variables and keywords. 12

    1-8 research methods. 14

    1-9 research area. 14

    10-10 Society and research sample size. 15

    1-11 limitations and research problems. 16

    The second chapter: theoretical studies. 17

    Introduction. 18

    2-1 The concept of entrepreneurship. 19

    2-2 History of entrepreneurship. 20

    2-3 Necessity of entrepreneurship for the evolution of today's organizations. 23

    2-4 types of entrepreneurship. 24

    2-5 organizational entrepreneurship process. 26

    2-6 The difference between individual entrepreneurship and organizational entrepreneurship. 28

    2-7 Characteristics of entrepreneurial organizations. 29

    2-8 effective steps in the way of creating an organization: 30

    2-9 organizational entrepreneurship models. 32

    2-10 components of barriers to organizational entrepreneurship. 41

    2-11 Obstacles to organizational entrepreneurship. 52

    2-12 research background. 66

    Chapter three: research methodology (methodology) 77

    Introduction. 78

    3-1 research method. 78

    3-2 Statistical society. 79

    3-3 sample volume and its measurement method. 79

    3-4 information collection tools. 79

    3-4-1 stages of questionnaire design. 80

    3-4-2 reliability and validity of the questionnaire. 81

    3-4-2-1 Questionnaire validity. 81

    3-4-2-2 Questionnaire reliability. 82

    3-5 data analysis method 83

    3-5-1 Use of descriptive statistics: 83

    3-5-2 Use of inferential or analytical statistics: 84

    Chapter four: analysis of research findings. 85

    Introduction. 86

    4-1 Descriptive statistics: 87

    4-1-1 Personnel and demographic characteristics. 87

    4-1-2 Internal obstacles to organizational entrepreneurship. 94

    4-1-3 environmental obstacles of organizational entrepreneurship. 105

    4-1-4 Obstacles to organizational entrepreneurship. 111

    5-1-4 Indices for describing variables and research components. 117

    4-2 inferential statistics. 118

    4-2-1 Determining normality without community by Kolmogorov-Smirnov test. 118

    4-2-2 Test of research hypotheses. 120

    4-2-2-1 Test of the main assumptions of the research. 120

    4-2-2-2 test of research sub-hypotheses. 123

    4-2-2-2-1 Test of sub-hypotheses of internal research obstacles. 123

    4-2-2-2-2 The test of the sub-hypotheses of environmental barriers of research. 130

    4-2-2-2-3 Sub-hypotheses test of the hindrances of the research. 135

    4-2-3 classification of obstacles (Friedman's test) 140

    Chapter five: conclusions and suggestions. 143

    Introduction. 144

    5-1 Conclusion and suggestions. 145

    5-1-1 descriptive results. 145

    5-1-2 inferential results (research hypothesis test) 146

    5-1-3 Friedman test results: 152

    5-2 suggestions. 153

    5-2-1 Suggestions from the research. 153

    5-2-2 Side suggestions. 162

    5-2-3 Suggestions for future researchers. 163

     

     

    Source:

     

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Investigating obstacles to organizational entrepreneurship in the management of southwestern branches of Maskan Shahr Bank of Tehran
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