Cultural Explanation of Management Experience Transfer: An Analysis of the Actions of Higher Education Managers in the Country مقاله

چکیده:

The necessity of transferring management experience during manager changes is a matter that requires no argument. However, the transfer of management experience in educational and research institutions faces problems and obstacles that identifying them can help in policymaking and planning in this field. These obstacles have been identified based on lived management experience at various levels of the university system over a period of nearly two decades and under various conditions. The term 'various conditions' refers to three different situations for the acceptance and handover of management: overt competition (conflict process); overt friendship (cooperation process); and neutrality (separation process). The acceptance and handover of managerial responsibilities in competitive conditions creates a sense of victory and defeat, and this phenomenon hinders the transfer of management experience; in friendship conditions, a sense of being an 'insider' prevails, which is accompanied by the transfer and use of management experiences; and in neutrality conditions, a type of caution and conservatism emerges that relates the transfer and use of experience to other matters. Analysis of the realities shows that the obstacles to experience transfer in competitive conditions are jealousy from the previous manager and mistrust from the new manager; in friendship conditions, courtesy from the previous manager and lack of need from the new manager; and in neutrality conditions, a lack of common language between the parties. Despite this, the transfer of management experience is also linked to other variables, and for a more accurate explanation, two variables—the status and position of the manager—are used. Likewise, two other phenomena that play a role in all the aforementioned conditions are: 'organizational failure to capture experiences,' which is rooted in the tradition of oral preservation of experiences (avoiding written recording), and 'maintaining ambiguity,' which is considered an indicator of ability and competence and imparts a kind of self-confidence to the individual [1]. [1]. Over the past two decades, the author of the article has had the opportunity to experience the type of encounter managers have when they are appointed in place of others, as well as the type of behavior managers exhibit when they themselves are replaced, within academic institutions. These types of experiences have been of interest to the author for more than ten years, and he has repeatedly engaged in dialogue with both appointed and removed managers and has carefully observed and reflected on the behavior of these two groups in numerous universities and research institutions.