Abstract:
زمینه و هدف: امروزه با توجه بهشدت رقابت و تعدد بانکهای خصوصی، ایفای درست نقشهای مدیریتی در آنها اهمیت یافته و بهنوعی مزیت تبدیلشده است. با توجه به عدم وجود پژوهش در راستای شناسایی و مقایسه دقیق نقشهای مدیریتی در بانکهای دولتی و خصوصی، پژوهش حاضر با هدف شناسایی نقشهای مدیران بانکهای دولتی و خصوصی در راستای بهبود عملکرد سازمانی انجامشده است. روششناسی: این پژوهش بهصورت آمیخته انجامشده است. برای شناسایی نقشهای مدیران بانکها، از رویکرد کیفی از نوع اکتشافی و با ابزار مصاحبه نیمه ساختاریافته انجامشده و برای تجزیهوتحلیل دادهها، از روش تئوری داده بنیاد استفادهشده است. در بخش کمی و برای سنجش اثر نقشها بر عملکرد سازمانی با روش مدلسازی معادلات ساختاری تحلیلشده است. یافتهها: مدیران در بانکهای خصوصی دارای 16 نقش اصلی و در بانکهای دولتی دارای 15 نقش اصلی هستند که این نقشها تنها در یک مورد شامل ائتلاف پذیری که مخصوص مدیران بانکهای خصوصی است، با یکدیگر متفاوت هستند. همچنین تاثیر تمامی نقشهای تعیینشده بر عملکرد سازمانی، معنادار و مستقیم بوده که در بانکهای دولتی نقشهای توجه به عوامل درونی و بیرونی و در بانکهای خصوصی نقشهای سودآوری و توجه به عوامل بیرونی دارای بیشترین تاثیر بر عملکرد سازمانی بودهاند. نتایج: نقشهای مدیران بانکهای خصوصی کمی بیشتر از نقشهای مدیران بانکهای دولتی است و با توجه به تایید اثرگذاری نقش مدیران بر عملکرد سازمانی، مدیران بانکها میبایست با آشنایی و اجرای درست نقشهای شناساییشده، زمینههای موفقیت سازمان خود را در عرصه رقابتی، ایجاد کنند.
A B S T R A C T Background and Aim: Nowadays, according to the intensity of competition and the number of private banks, the proper performance of managerial roles in them has become important and has become a kind of advantage. Due to the lack of research in order to identify and accurately compare managerial roles in public and private banks, the present study was conducted with the aim of identifying the roles of managers of public and private banks in order to improve organizational performance. Methodology: This research was done in a mixed way. In order to identify the roles of bank managers, an exploratory qualitative approach was carried out with a semi-structured interview tool, and the foundational data theory method was used to analyze the data. In the quantitative part, it has been analyzed to measure the effect of roles on organizational performance with the method of structural equation modeling. Results: Managers in private banks have 16 main roles and in public banks they have 15 main roles, and these roles differ from each other only in one case, including the ability to form alliances, which is specific to private bank managers. Also, the impact of all the assigned roles on organizational performance is significant and direct, and in public banks, the roles of paying attention to internal and external factors, and in private banks, the roles of profitability and paying attention to external factors have the greatest impact on organizational performance. Conclusion: The roles of private bank managers are slightly more than the roles of state bank managers, and considering the confirmation of the influence of managers' roles on organizational performance, bank managers should create the grounds for their organization's success in the competitive arena by familiarizing themselves with and properly implementing the identified roles. Extended Abstract Introduction Management is the underlying factor of the organization's growth and expansion, and managers are involved in all the organization's activities. This role is important both in small and newly established organizations and in large organizations (Colman, 2020: 151). Specifically, the life of small organizations depends on the correct performance of the role of managers. Large organizations are complex because of their size, process, people, and the nature of the business. Nevertheless, large organizations must be a coherent whole that includes material and human resources and directs them towards achieving the goals set in the business. This coordination requires capable managers who can play their roles in the organization correctly (Sabouri and Ebrahimi, 1400: 122). By correctly understanding the roles of managers, it is possible to draw a strategic plan to achieve organizational goals and formulate the necessary policies to achieve these goals (2021: 115, Wang et al). Therefore, due to the importance of paying attention to managerial roles in line with organizational performance, and also based on the lack of research that compares managerial roles in public and private banks and their relationship with organizational performance, this research seeks to fill the research gaps The past is in this area. According to the above, this research has been done to identify the main roles of public and private bank managers in line with organizational performance. Therefore, the current research seeks to answer the following questions: What are the roles of public and private bank managers in line with organizational performance? What are the similarities and differences between the roles of private and public bank managers in terms of organizational performance? What is the impact of the identified roles of private and public bank managers on organizational performance? Methodology This research is applied-developmental in terms of its purpose because it seeks to develop existing knowledge in the field of managers' roles, and also considering that the final results of this research will be examined in banks. It is also applied research. The current research is of a mixed type, and in this research, the qualitative method was used to identify the roles of public and private bank managers, and then the quantitative method was used to examine the relationship between the determined roles and the banks' performance. In the qualitative part, the research is exploratory and was conducted using a semi-structured interview, and for data analysis, the foundational data theory method was used based on the opinion of Strauss and Corbin (1998) and MaxQDA software was used for the initial coding of the interviews. Therefore, the tool for collecting data and information in this section was a semi-structured interview that was conducted in the fall of 2021. Results and discussion Based on the results obtained from the significant numbers and standard estimation in the research model, considering that the significant coefficients obtained for all relationships and hypotheses are outside the range (+1.96 to 1.96), All the hypotheses of this research have been confirmed for the public and private banks, and all the investigated relationships have been significant, and therefore, all the roles of managers identified in this research have an impact on organizational performance. Also, the impact of roles on organizational performance is presented in Table 8. According to the findings, in public banks, the roles of paying attention to internal and external factors, and in private banks, profitability and paying attention to external factors have the greatest effect on organizational performance. Next, in the conclusion section, the results obtained in this research have been explained. Conclusion The results of the qualitative part showed that the private bank manager has 43 concepts and 16 categories, including providing exploitative innovation, providing exploratory innovation, paying attention to external factors, paying attention to internal factors, strengthening managerial competencies, strengthening human resources, developing structural factors, and developing cultural factors. , optimizing the characteristics of employees, paying attention to intervention conditions, coalition-ability, strengthening the balance strategy, providing complex structures, paying attention to the market, profitability and paying attention to permanent growth, in front of the state bank manager with 38 concepts and 15 categories, so that the difference in the roles of this Managers are in such a way that the manager of a private bank has the role of coalition and the manager of a state bank does not have this role. Also, the results of the statistical tests in the quantitative section indicate that according to the significant coefficients obtained, all the roles identified for the managers of public and private banks have had a significant impact on organizational performance. Based on what was investigated, it was observed that, in general, the roles of private bank managers are slightly more than the roles of state bank managers, and the roles of state bank managers often have common points with the roles of private bank managers, and on the other hand, private banks have a series of roles that It is less important in the state bank. Funding There is no funding support. Authors’ Contribution All of the authors approved thecontent of the manuscript and agreed on all aspects of the work. Conflict of Interest Authors declared no conflict of interest. Acknowledgments We are grateful to all the scientific consultants of this paper.