Social Sciences
Mohammad Javad Moheban; Mohammad Reza Ghaedi; Mohammad Reza Dehshiri; Mohammad Kazam Kaveh Pishghadam
Abstract
The purpose of this research is to evaluate the challenges of Iran's higher education system after the revolution in the process of scientific and executive policy making and decision making. In terms of practical purpose, the research is mixed (exploratory) in terms of the method of data collection. ...
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The purpose of this research is to evaluate the challenges of Iran's higher education system after the revolution in the process of scientific and executive policy making and decision making. In terms of practical purpose, the research is mixed (exploratory) in terms of the method of data collection. The research community included written documents and sources and academic experts and professors who have sufficient information on the subject under investigation. The research tools included: 1_ questionnaires, 2_ semi-structured interviews, 3_ researcher-made questionnaires. In order to analyze the qualitative data, the coding method was used and in the quantitative part, the statistical tests of exploratory factor analysis, confirmatory factor analysis and structural rates were used. Data analysis was done using PLS software. Based on the results of the qualitative part of the research, the challenges of the Islamic Republic of Iran's higher education system in the scientific and executive fields were classified into 19 categories. In the quantitative part, the results show that out of the 19 components of the challenges obtained in the qualitative part, the components (focusing on the quantitative expansion of higher education (dominance of the quantitative paradigm), neglecting quality and neglecting it in the general policies of higher education, lack of attention) According to the land in higher education, not suitable educational standards and facilities at the world level and dimensions related to the privatization of universities) were not approved as challenges of the higher education system after the revolution and 14 other components were approved. Based on the findings of the research, it can be concluded that the evaluation of Iran's higher education system after the revolution shows that there are many challenges in higher education that were discussed.
Maryam Bagheri Marghi; Saeed Alizade; Reza Sorani Yancheshmeh
Abstract
Purposes: The purpose of this study was to analyze, rank and evaluate the competency components of the departments of Islamic Azad University. Methodology: The present study was applied in terms of purpose and mixed (exploratory) in terms of data collection. The present study population consisted of ...
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Purposes: The purpose of this study was to analyze, rank and evaluate the competency components of the departments of Islamic Azad University. Methodology: The present study was applied in terms of purpose and mixed (exploratory) in terms of data collection. The present study population consisted of all department heads of Islamic Azad University, Science and Research Branch in the academic year of 1997-98, and 201 people were selected using stepwise cluster sampling. To compile the components, review of documents as well as semi-structured interviews have been used as data collection tools. To analyze the findings, content analysis method was used by categorization method. Also, in order to comprehensively identify the main and sub-components of competency of managers of educational groups, 48 study units in the field of competence components of managers were randomly selected and studied, and also semi-structured interviews with 10 people. Competency experts and department heads were selected and purposefully selected. Result: The results showed that the competencies of department heads include three main parts of managerial, social and personal competencies and 9 main components of perceptual, leadership, decision making, executive, communication, teamwork, people management, characteristics are personality and moral characteristics. Ranking and determining the importance of each component and subcomponent using AHP method. The ranking coefficients of the components are ranked in order of: managerial competencies (leadership, 0.388; perceptual, 0.268; executive, 0.210 and decision-making, 0.134), social competencies (management) Individuals, 0.445; communication, 0.294 and teamwork, 0.261), and individual competencies (personality traits, 0.703 and moral characteristics, 0.297) were identified. Also, with Demetel method, the criteria of managerial competence and social competence are the effective components and individual competence of the criterion is effective. Discussion: Trying to work with the inside of others to replace them with a different competition; Creating cohesion among the members of the educational group, accepting the responsibility of growth and excellence of activities in the group and supporting all of them; Creating a safe and acceptable environment for information with faculty members; Availability for faculty members There are examples of necessary rumors.
