خلاصة:
Revolutionary management has been proposed as a management style in recent years, and according to the existing problems in the administration of government organizations, it can solve many existing problems. Based on this, the aim of the current research is to design a paradigm model of revolutionary management in the public sector. In terms of the purpose, the current research was a foundational one that was carried out using the foundational data method. The tool for collecting information and data was interviews with experts. The statistical population of the present research was made up of 15 experts and managers familiar with the subject, and the research data was obtained through library studies and in-depth interviews until reaching the theoretical saturation stage using the Delphi method. To analyze the data, three stages of open coding, central coding and selective coding were used, and finally the final model was designed using the Strauss-Corbin method. The results of the coding led to the extraction of 276 open codes, 47 categories or codes. central and 11 main categories or codes were selected. Further, organizational factors and social growth in the form of background factors, personal beliefs and value factors in the form of background factors, personal factors and management factors in the form of intervening factors, hard work in line with the ideals of the revolution and knowledge-based management of affairs in the form of leaders, obstacles Internal and external obstacles in the form of obstacles to revolutionary management, social growth and national development were identified and categorized in the form of consequences of the model. Having a strategic vision was chosen as the central category of revolutionary management due to frequent repetition in the interviews. Viewing-centered justice-and accountability were categorized in this section
ملخص الجهاز:
Subsequently, organizational factors and social responsibility were identified and categorized as enabling factors; personal beliefs and value factors as contextual factors; personal factors and managerial factors as intervening factors; hard work in line with the ideals of the revolution and knowledge-based management of affairs as strategies; internal obstacles and external situations as barriers to revolutionary management; and social growth and national development as the consequences of the model.
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