خلاصة:
The first section of this article contains theoretical discussion concerning the need for software changes in Iranian higher education administration system and “organizational development”، as a strategy for continual changes which could result in sustainable and desirable changes in organizations. For designing an Organizational Development Process Model، an Organizational Management Assessment Instrument” was used. The evaluation was conducted based on the opinions of top administrators of Iranian higher education system، as the statistical population. The outcome of this evaluation that include current and desired state of the system، is a model that demonstrates the process of organizational development in eight key components of Iranian higher education administration system.
ملخص الجهاز:
The result of this assessment, which encompasses the current and desired state of this system, is the design of a model that shows organizational development in eight key managerial components of the higher education system of Iran.
With this introduction, it can be assumed that the assessments conducted on the current state of Iran's higher education system, which are mentioned among the findings of this research, indicate a need for software-based and deep changes of the second type; more clearly, a need for changes that lead to a transformation in attitudes, beliefs, and values.
(Refer to page image) Chart 1- Conceptual framework of the higher education management model and prominent characteristics (Refer to page image) Figure 2- General view of the current and desired state of organizational leadership Revisiting Figure 2 In this figure, which is a depiction of the leadership situation of the country's higher education system, fewer changes have been recommended compared to the previous diagram.
It is worth noting that the results of this research, along with many results of conducted research (Salehi, Tajarloo, 1996; Zohour & Sohrabpour, 1996; Ferasatkhah, 2004; Mozafari, Pardakhtchi, Yamani Douzi Sorkhabi & Zokaii, 2008; Vaziri, 1999; Imani & 17.
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