خلاصة:
Effective management in public organizations plays a pivotal role in employee motivation, and achieving organizational goals. However, mushroom management, as an inefficient approach, can have widespread consequences on various organizational aspects, making their investigation essential for improving the managerial system. Accordingly, the objective of this study was to explore the consequences of mushroom management in public organizations of Lorestan Province. The present study, from the perspective of research philosophy, is situated within the interpretive paradigm and adopts an inductive approach. This research is classified as qualitative in nature. The participants of the study included university professors and senior and mid-level managers of governmental organizations in Lorestan Province, selected through theoretical sampling. Accordingly, based on the principle of theoretical saturation, this study achieved its objectives through 14 interviews. The required data were collected using semi-structured interviews, and data analysis was conducted employing Clarke and Braun’s thematic analysis method. Findings from data analysis
ملخص الجهاز:
The identified sub-themes are: emotional isolation, decreased motivation, increased stress, job confusion, psychological burnout, decreased trust in management, organizational distrust, weakness of communications, spread of rumors, decrease in organizational productivity, decline in decision-making quality, decrease in creativity and innovation, increase in organizational errors, decrease in organizational competitiveness, strengthening of rigid hierarchies, weakness of team cohesion, becoming inflexible organization, negative organizational atmosphere, managerial isolation, decrease in manager credibility, managerial inefficiency, increased tension with employees, and loss of leadership opportunities.
Main themes and sub-themes forming the consequences Main themes Sub-themes Codes decisions without sufficient information, ignoring employees' perspectives, choosing inefficient solutions, decline in decision-making quality, failure to foresee problems, centralized and unrealistic decision-making, increased risk of error, reduction of adaptation to real needs lack of motivation for, ideation, limitation of employee creativity, fear of making suggestions, lack of reduction of creativity and innovation, support for initiatives, repetition of old methods, losing new opportunities, reduction of diversity in performance consequences solutions misunderstanding in orders, ignoring important details, lack of coordination between teams, incomplete increase in organizational errors, execution of tasks, delay in identifying problems, repetition of similar errors, reduction of accuracy in tasks, decline in work standards falling behind other organizations, reduction of service quality, inability to attract talents, decline in reduction of organizational competitiveness, decline in organizational reputation, reduction of organizational profitability, weakness in responding to changes increased distance between managers and employees, concentration of power at the top, reduction of organizational flexibility, strengthening rigid hierarchies, unnecessary bureaucracy, limiting employees' choices, feeling of inequality in roles, reduction of transparency in structure, increased dependence on managers, reduction of cooperation among employees, feeling of competition instead of synergy, lack of common goals, isolation structural consequences weakness in team cohesion, members in tasks, reduction of team support, weakness in conflict resolution, decline in collective morale, reduction of team sense of belonging resistance to change, slowness in adapting to conditions, reduction of organizational agility, reliance on organizational becoming inflexible old methods, inability to respond to crises, decline in competitiveness Table 3.
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