Pathology of the Transformation and Training System of Salehin by Modelling from Harrison’s Model (Case study: Basij Organization of Classes in Khorasan Razavi Province)

Document Type : Original Article

Authors

1 Corresponding author: PhD candidate of system management, Imam Hussein Comprehensive University, Mashhad, Iran

2 Master of business management, Firdausi University of Mashhad. Iran

3 Assistant professor of industrial management, Faculty of Management, University of Tehran. Iran

4 Assistant professor of Islamic Azad University of Isfahan, Khorasgan, Iran

Abstract

Organizational pathology is often considered as the most critical component of establishing an organizational transformation plan; therefore, an important step that successful organizations take to improve their effectiveness regards performing accurate and timely pathology. This research is mainly intended to identify the defects of the transformatio and training system of Salehin from the views of trainers and headmasters, and their ranking in the Basij Organization of Khorasan Razavi province. Harrison's completed model is used to classify the defects. This applied research follows mixed (qualitative-quantitative) method for data collection and descriptive analytical method for analysis. The statistical population of this study includes instructors (team leaders) of Salehin selected on the basis of stratified random sampling containing 168 people according to Cochran's formula. The main research tool contained a researcher-made questionnaire with a reliability coefficient of 93%, measured by SPSS12 software. The results indicated that the defects of Salehin training system contains 28 items, which received the score of 5 and less respectively, in terms of their significance: 1) consideration of quantity, rather than paying sufficient attention to quality by most managers without to quality (extreme attention to quantity), 2) inconsistency of the speech and the deeds of instructors and their practicality, 3) lack of a certain plan for studying the content, 4) lack of a clear and consistent definition of training system of Salehin by  managers and commanders, of the righteous educational system, 5) lack of attention to the needs of the trainees.

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References

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Journal of System Management Studies
Volume 1, Issue 2
September 2020
Pages 9-36

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