چکیده:
Background and Objective: The present research was conducted with the aim of identifying the factors constituting the competencies of managers at Payame Noor University in Tehran Province, as well as determining the number of questions for each factor, the priority order of the factors and indicators, and finally presenting a desirable model for managerial competence. Method: The present research is descriptive in nature, and its method is exploratory factor analysis. The statistical population consists of all employees of Payame Noor University in Tehran Province, which, based on the convenience sampling method and the sample size determination formula for the present research, was calculated to be 86 people. The measurement tool for the present research is a questionnaire through which the competencies of managers were assessed by their employees, and finally, they were analyzed using Principal Component Analysis (PCA). Findings: Initial output shows that the determinant of the correlation matrix is a non-zero value of 0.00007, the KMO value is 0.897, and the result of Bartlett's test of sphericity is 27.27297, which is still statistically significant at a level less than 0.00001. In the final output, 16 factors were extracted using the PCA method with Varimax rotation, and the set of items that were jointly correlated with one factor and formed a subtest was obtained. Conclusion: In total, based on the execution of factor analysis, the following sixteen factors were identified: 1- Understanding individual differences, 2- Change management, 3- Financial management, 4- Team building, 5- Crisis management, 6- Understanding the organizational mission, 7- Recognizing organizational realities, 8- Continuous learning, 9- Human resource management, 10- Planning, 11- Participation, 12- Customer orientation, 13- Technical skill, 14- Perseverance, 15- Attention to organizational interests, and 16- Setting challenging goals for managerial competencies.
خلاصه ماشینی:
79 percent of the common variance, where the highest correlation relates to question 70 (preferring organizational interests over personal interests), so this factor can be named "attention to organizational interests" among organization members.
60 percent of the common variance, where the highest correlation relates to question 1 (encouraging individuals to achieve higher goals), so this factor can be named "setting challenging goals" among organization members.
In total, based on the execution of factor analysis, the following sixteen factors were identified in the form of the above model: 1-Understanding individual differences, 2-Change management, 3-Financial management, 4-Team building, 5-Crisis management, 6-Understanding the organization's mission, 7-Recognizing organizational realities, 8-Continuous learning, 9-Human resource management, 10-Planning, 11-Participation, 12-Customer orientation, 13-Technical skill, 14-Persistence, 15-Attention to organizational interests, and 16-Setting challenging goals for managerial competencies.
59 percent of the common variance, where the highest correlation relates to question 63 (managing priorities), so this factor can be named "crisis management" among organization members.
6 percent of the common variance, where the highest correlation relates to question 118 (mastery of general management), so this factor can be named "human resource management" among organization members.
49 percent of the common variance, where the highest correlation relates to question 53 (participating in challenging financial activities), so this factor can be named "financial management" among organization members.
53 percent of the common variance, where the highest correlation relates to question 130 (mastery of auditing matters), so this factor can be named "change management" among organization members.
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