چکیده:
The aim of the present research was to design a pattern and validate organizational flourishing. This research was applied in nature and qualitative in terms of implementation method. The research population included academic experts and senior managers of Tehran Municipality, from whom 18 individuals were selected using a purposive sampling method. Library methods and semi-structured interviews were used to collect information and data. Face and content validity of the tool were confirmed by expert opinion, and reliability was confirmed using the inter-coder correlation method. Content analysis was used to analyze the research data. The results showed that the components of organizational flourishing included professional competence, openness and transparency, ability to change, inclusion and participation with one another, internal and external feedback, nurturing and improvement, and organizational structure. The general results of the present research included the designed pattern for organizational flourishing, which was confirmed by academic experts and senior managers and can be used in various organizations.
خلاصه ماشینی:
The overall results of the present research included the designed pattern for organizational maturity, which was confirmed by academic experts and senior managers and can be used in various organizations.
In other words, organizational development is a method in which the performance of organization employees is improved, and it is basically based on the process of training and changing the values and attitudes of the managers and employees of the organization (Schneider, Wickert & Marti, 2016).
In another study, Mohebzadegan, Pardahtchi, Ghahramani, and Ferastkhah (1392), while developing a model for the maturity of faculty members with a grounded theory-based approach, reported that individual, professional, and educational dimensions are among the constituent dimensions of organizational maturity.
Although processes, work methods, instructions, and contexts among these are subject to transformation in the organizational maturity program, the main goal of change and transformation always focuses on the attitude, behavior, and functioning of individuals within the organization (Jia, Chen, Xue, Chen, Cao & Tang, 2011).
Given the importance of organizational maturity and its role in job satisfaction, gaining competitive advantage, and organizational development and growth, the present research first addressed the identification of its constituent components and, after a literature review and interviews with informed experts, introduced professional competence, openness and transparency, ability to change, inclusion and mutual participation, internal and external feedback, nurturing and improvement, and organizational structure as components for organizational maturity.
Conceptual model of the research (Refer to page image) Based on the content analysis, seven components and thirty-seven indicators of organizational maturity were identified.
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