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The relationship between organizational intelligence and organizational productivity of sports and youth departments in West Azarbaijan province

Number of pages: 124 File Format: word File Code: 31619
Year: 2013 University Degree: Master's degree Category: Physical Education - Sports
Tags/Keywords: Organizational intelligence - Organizational productivity - Participation - Productivity - Sports and youth departments - Sports management - West Azerbaijan province
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  • Summary of The relationship between organizational intelligence and organizational productivity of sports and youth departments in West Azarbaijan province

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

    Tension: Sports Management

    Dissertation abstract:

    The purpose of this research is to investigate the relationship between organizational intelligence and organizational efficiency of sports and youth departments in West Azerbaijan province. It has been descriptive-correlation. The statistical sample included 108 employees of sports and youth departments of West Azarbaijan province, who were selected through cluster sampling. To achieve the goals of the research, two questionnaires of Albrecht's organizational intelligence and Golda Smith's productivity questionnaire were used. The questionnaire of individual characteristics was also made according to the research objectives. The collected data were analyzed through descriptive statistics and inferential statistics including correlation coefficients and structural equation model. The results of the research have shown:

    The average organizational intelligence of the people under investigation was equal to 142.8 with SD=31.79 and the average productivity was also equal to 70.13 with SD=54.68, which according to the maximum score of organizational intelligence (175) and the maximum score of productivity (110), the obtained points indicate organizational intelligence and relatively favorable productivity. The research results showed that there is no significant relationship between demographic characteristics and organizational intelligence and productivity. There is a significant positive relationship between all the components of organizational intelligence (strategic vision, common destiny, morale, desire for change, unity and agreement, application of knowledge and performance pressure) and the productivity of sports and youth departments in West Azarbaijan province. The highest correlation is knowledge application (r=0.66) and the lowest correlation is common destiny (r=0.52). Also, the structural equation model had the necessary fit.

    Key words: organizational intelligence, productivity, sports and youth departments of West Azerbaijan Province

    Chapter One

    (research generalities)

    1.1. Introduction

    Man's almost stable past has now become a stream of rapid and ambiguous changes. Rapid and increasing changes in the fields of science and technology have caused traditional management to not respond to the needs of today's complex organizations.

    In today's era, the success of organizations is seriously dependent on the effective and useful use of human resources. Whatever the main goal of the organization is, its success rate depends on achieving the set goal. In today's world, organizations are no longer able to survive without change and development, and their development and progress is not possible without appropriate response and conscious response to changing and dynamic environmental conditions.

    Globalization is an inevitable process that creates a fundamental transformational power in the organizational space, social relations and interactions (Sherhai and Lair [1], 2007). In fact, it can be said that everything is constantly changing and organizations as Open social systems have always been the crystallization of the views and intellectual approaches of their time. Therefore, according to the environmental changes, they strive to transform, modify the structure and turn to new philosophies so that they can respond to the needs of the environment and continue to survive. (Mirspasi, Oghahi, 2013)

    Given that today the progress of techniques and technology forces organizations to challenge, certainly in every organization, the necessity of using huge and creative human resources to face these challenges is felt. The issue that seems important in the administration of sports organizations is that these organizations need high organizational intelligence to advance their goals due to the complexity and diversity of their activities. As we know, the needs of the society stabilizes the existence of organizations, so in order for an organization to be able to react appropriately to changes and transformations and coordinate with the external environment, it must place the use of organizational intelligence at the top of affairs and by creating a suitable atmosphere, encourage people to participate and cooperate in the organization's affairs. rtl;"> Improving productivity is the main responsibility of every organization and increasing productivity is possible by knowing and analyzing it.Measurement is a method of obtaining reliable knowledge. Measurement helps us to identify the effective factors in productivity and obtain opportunities to increase productivity. The importance of productivity measurement is so much that based on the experiences gained in developed countries, it is said that "it is possible to increase productivity by 5 to 10% just by establishing and implementing a productivity measurement system even without any changes in the organization or investment" (Abtahi and Kazemi, 2018). are in the ranks of the most important organizations in any country, and considering the complexity of the tasks of these organizations, the necessity of using the thoughts and opinions of employees in the form of organizational intelligence is fully felt, because an organization will not reach an acceptable level of productivity without the use of expert and creative forces.

    2.1. Statement of the problem

    Knowledge and creative ideas have always been the key to the success of organizations. The application of knowledge in organizations makes the difference between fundamental and step-by-step transformation to be distinguished. The importance of using knowledge in organizations is so much that Peter Drucker [2] states that in the future, new organizations will be created in which the power of the arm will be under the rule of the power of the mind. The basis of this theory is that in the future, organizations will be on the path of progress and development that have a greater share of knowledge than natural resources (Khodadai, 2006).

    Albrecht[3] (2003) in order to succeed in Business [4] refers to having three factors: intelligent people [5], intelligent teams [6] and intelligent organizations. He uses the title of organizational intelligence [8] to prevent mental retardation [7] of a group. Organizational intelligence is defined as the talent and capacity of an organization in the movement of its mental power and the concentration of this mental power in realizing the mission of the organization. According to Albrecht, organizational intelligence has seven components, which are:

    1- Strategic vision[9] 2- Common destiny[10] 3- Willingness to change[11]

    4- Spirit[12] 5- Unity and agreement[13] 6- Knowledge user[14]

    7- Performance pressure [15]

    On the other hand, human economic efforts have always been aimed at obtaining the maximum result from the minimum efforts and facilities. This desire can be called the desire to achieve productivity. All human inventions and inventions throughout history, from the most basic tools to the most advanced equipment, originate from this desire and passion. Productivity is a comprehensive and general concept whose increase as a necessity, in order to improve the standard of living, greater welfare, peace and comfort of people, which is a basic goal for all countries of the world, has always been considered by political and economic practitioners (Faizi and Madani, 2016). In other words, productivity is considered as an endless effort to use resources, manpower, skills, technology and information in order to achieve the best results.

    Today, due to the variety of sports, cultures, tastes and sports facilities in the country, the work of physical training organizations has become very complicated. The management work in these organizations has also become more complicated and the need for productivity through the use of organizational intelligence for the success of these organizations is quite noticeable. Undoubtedly, if these organizations do not take radical and fundamental measures to move the mental powers of the employees and those involved, it will not be long before the role and importance of sports in the public mind will become a vague and ambiguous concept. Success in activities depends on managers' knowledge and understanding of sports factors, such as knowledge of job levels, skills, employees' capabilities, tasks and the level of motivation in line with goals. Of course, external factors such as the global economy, local economy, technology and politics, as well as the influence of the organization's competitors in the market, the needs and desires of young people, and their social and cultural conditions, have the same importance as internal factors. In an ever-changing world, every external factor is a factor that may have a deep impact on a sports organization

  • Contents & References of The relationship between organizational intelligence and organizational productivity of sports and youth departments in West Azarbaijan province

    List:

    Chapter One: General Design

    1.1. Introduction. 3

    2.1. State the problem. 4

    3.1. The importance and necessity of research. 6

    4.1. Research objectives. 8

    1.4.1. The main goal. 8

    2.4.1. Specific goals. 8

    5.1. Research hypotheses. 9

    6.1. Presuppositions of research. 9

    7.1. The limits and limitations of the research. 10

    8.1. Definition of words and corrections of research. 10

    1.8.1. Conceptual definition of variables. 10

    2.8.1. Operational definition of variables. 11

     

    Chapter Two: Theoretical Foundations and Research Background

    Introduction. 13

    1.2. Theoretical foundations. 13

    1.1.2. Definitions of intelligence. 13

    2.1.2. Types of intelligence from Sternberg's point of view. 14

    3.1.2. Educational definition of intelligence. 14

    4.1.2. Analytical definition of intelligence. 14

    5.1.2. All kinds of intelligence tests. 15

    6.1.2. Intelligence disorders. 16

    1.6.1.2. Causes of mental retardation. 18

    2.6.1.2. Content measured in backwardness. 19

    3.6.1.2. Lag measurement methods. 19

    4.6.1.2. Retardation measurement tests. 19

    7.1.2. Multiple intelligences. 20

    8.1.2. Types of multiple intelligences. 21

    1.8.1.2. Visual/spatial intelligence. 21

    2.8.1.2. Verbal/linguistic intelligence. 21

    3.8.1.2. Logical/mathematical intelligence. 21

    4.8.1.2. Physical/kinetic intelligence. 22

    5.8.1.2. Musical/rhythmic intelligence. 22

    6.8.1.2. Interpersonal intelligence. 22

    7.8.1.2. Intrapersonal intelligence. 22

    9.1.2. emotional intelligence 23

    10.1.2. Cultural intelligence. 23

    11.1.2. Spiritual intelligence. 24

    12.1.2. artificial intelligence 26

    13.1.2. Computerized organizational intelligence. 26

    14.1.2. Organizational intelligence. 26

    1.14.1.2. Definitions of organizational intelligence. 26

    2.14.1.2. The importance of organizational intelligence. 27

    3.14.1.2. Organizational intelligence, cognitive intelligence and professional performance. 28

    4.14.1.2. Matsuda's model of organizational intelligence. 30

    5.14.1.2. Organizational intelligence as a process. 30

    6.14.1.2. Organizational intelligence from Lee Yuntz's point of view. J. 31

    7.14.1.2. Organizational intelligence from William Hilal's point of view. 32

    8.14.1.2. Organizational intelligence from McMaster's point of view. 32

    9.1.14.2. Organizational intelligence from the perspective of Karl Albrecht. 32

    15.1.2. Organizational productivity. 34

    1.15.1.2. What is productivity? 34

    2.15.1.2. Different views about productivity. 35

    3.15.1.2. Productivity at the organization level. 36

    4.15.1.2. Productivity measurement. 37

    5.15.1.2. Factors inhibiting productivity improvement. 37

    6.15.1.2. Multifactor theory of productivity. 39

    16.1.2. The importance of productivity. 41

    2.2. Research career literature. 42

    1.2.2. Research conducted within the country. 42

    2.2.2. Research conducted abroad. 44

    3.2. Summary. 44

     

    Chapter Three: Research Methodology

    Introduction. 48

    1.3. Research method. 48

    2.3. Statistical population. 48

    3.3. Statistical sample and sampling method. 48

    4.3. Information collection tools and methods. 48

    1.4.3. Organizational intelligence questionnaire. 48

    2.4.3. Productivity Questionnaire (OP) 49

    3.4.3. Validity and reliability of questionnaires. 49

    4.4.3. Personal characteristics questionnaire. 50

    5.3. Method of collecting information. 50

    6.3. Statistical methods. 50

     

     

    Chapter four: extraction and analysis of experimental data

    1.4. Descriptive findings. 52

    1.1.4. Distribution of the population under investigation by gender. 52

    2.1.4. Distribution of the population under study according to education. 52

    3.1.4. Distribution of the community under investigation according to history. 52

    4.1.4. Distribution of the population under investigation by age. 53

    5.1.4. Distribution of the community under study according to field of study. 53

    6.1.4. Descriptive findings of research variables. 54

    1.6.1.4. Statistical description of productivity variable. 54

    2.6.1.4. Statistical description of organizational intelligence variable. 55

    3.6.1.4. Test of normality of data distribution. 55

    2.4. Testing research hypotheses. 56

     

    Chapter Five: Discussion and Conclusion

    Introduction. 65

    1.5. Summary of the research. 65

    2.5. Research findings. 66

    3.5. Discussion and conclusion. 67

    4.5. Suggestions. 70

    1.4.5. Suggestions arising from research. 70

    2.4.5. Suggestions. Suggestions for further research. 72

     

    Appendixes. 73

     

    Resources. 79

     

    Source:

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    Alwani, Seyyed Mehdi. Mohammadi, Somia. Mirzaei, Mehdi. (2011). The effect of organizational culture on the productivity of human resources. Management Quarterly, ninth year, number 28. pp. 25-38.

    Abzari, Mehdi. Creditors, Akbar. Satari Gahfarkhi Mehdi. (No. 1385, 22), (Organizational intelligence and preventing collective mental retardation), Organizational Knowledge Management Monthly, pp. 11-14, Tehran.

    Al-Badavi, Amir. Alijani, Farzaneh (2017), (Does e-learning increase employee productivity?), Management and Economics, Faculty of Industrial Engineering, Tarbiat Modares University, Special Journal of Industrial Engineering, No. 43, Tehran.

    Elhian, Ali. Zawari, Mohammad Ibrahim. (1388). Tadbir, 208, 49.

    Padash Sotoudeh, Sayeda Fatemeh (2010), (Efficiency of Physical Education Organization), Science and Sports Publications, first edition, Tehran.

    Abtahi, Hossein, Kazemi, Babak. (1378), Productivity, Business Studies and Research Institute, Tehran.

    Radding, Alan. (1383), Knowledge Management, translated by Mohammad Hossein Latifi, first edition: Samit Publications, p. 74, Tehran

    Jamazadeh, Mohammad. Gholami, Yunus. Saif, Mohammad Hassan. (1388). Educational Leadership and Management Quarterly, Islamic Azad University, Garmsar Branch, third year, number 2, pp. 63-86

    Habibi, Homan (2016), ((Effective Factors on Improving Productivity)), management solution site (com.mgtsolution.www)

    Hayati, Mohammad Ali. (1385). http: //www. (hayati314. blogfa. com/ ) post-3. aspx

    Khodakhah, Vahid (2007), ((Investigating the relationship between organizational culture and the productivity of staff managers of Shiraz University of Medical Sciences)), Bachelor's thesis, University of Medical Sciences, Shiraz.

    Khanzadeh, Hamid. (2016), (What is organizational intelligence?), World of Computers and Communications, Iran's software specialized database.

    Khodadai, Mohammad Rasool. (2016), (Relationship between organizational intelligence and organizational culture in physical education departments of East Azerbaijan province), master's thesis, Urmia University.

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    Falah Shams] Mir Faiz, Budaghi Khaje Nobar, Hossein; Delnawazasghari, Bita. (2011). Investigating the relationship between organizational intelligence and creativity in Islamic Azad University, Central Tehran branch in 2018. Beyond management. sixth year Number 21. pp. pp. 166-149.

    Qara, Mohammad Ali; Ferdowsi, Mohammad Hassan; Marashilan, Fatemeh Sadat. (2012) The relationship between organizational intelligence and its components with job performance in managers of physical education and sports teams in Sher Ahvaz. Applied researches of management and sports science in sports. No. 2. pp. pp. 73-80. Kennedy, Carol. (1384), management elites, translated by Mehdi Irannejad, first edition: Publications of the Management Research and Training Institute and Managers Publishing, p. 8, Karaj.

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