The predictions provided by the executives about company’s future profitability contain potentially valuable concepts that help investors to make optimal decisions. Like any other information, the value of this prediction depends on its accuracy and credibility in investors’ point of view. The main objective of this study was to investigate the relationship between the accuracy of Managers’ earnings forecasts and senior Managers’ turning. In theories, it is expected that shareholders support the Managers that have more accurate and informative predictions. Having this objective, the data of 81 firms for a 5-year-period, were collected. A multivariate panel regression model is used to test the research hypotheses.The results showed that there exists a negative significant relationship between the accuracy of Managers’ earnings forecasts and senior Managers turning. In other words, in the Iranian companies, Managers with more realistic and accurate predictions for future profit, were considered able Managers and were accepted to hold their managing positions by investors. In the second hypothesis, the companies divided into two groups of firms with good performance and firms with poor performance. The findings from testing the hypothesis indicated that in the firms with poor performance, there was a positive and stronger relationship between the accuracy in prediction of absolute performance by the Managers and changing director Managers, compared with the firms with good performance. In other words, when companies’ performance is satisfactory, supporting the Managers with less accurate earnings forecasts could be expected more.

Nowadays in our turbulent and stormy world what can undertake the developing life of organizations and governments are just powerful and efficient Managers. Efficient and competent Managers should have been trained to have efficient and effective management systems. Perfect framework is needed for training and developing consequently. We can reach to the goal and strategies of the organizations and governments. in other side governmental organizations like private organizations involve many big changes so we can not hope to static models of management development. Therefore new flexible models are needed which consider different environmental variant and organizational policies and necessary advises according to environmental changes. The goal of this study is planning and advising mentioned contingency model. Therefore Dr. Johnson typology model with four kind of developing management were selected. Then many other competency models from governmental organizations in different countries were studied. With applying comparative study, similarities and differences point defined. In operational part of this study with defining and describing deferent part of four kind of developing management and with presenting different competency, expert group are requested to defined appropriate competencies for each type of developing management according to their priority.Collected data analyzed and appropriate competencies for each type of management development worked out.

In this research, the use of power sources on Managers' behavior in organizational rip currents was investigated. Organizational rip currents are factors, outside the control of the organization, that make drastic and irregular changes in the organization's organs. It is like a tsunami, causes instability, lack of efficiency and even death of an organization. The purpose of this research is to categorize and highlight those manager’ s behavioral traits that influence their relative success by using different sources of power to accompany employees encountering organizational rip currents. The statistical population of the study consisted of 230 Payame Noor University’ s staff who work at central organization and hold a management BA degree. In order to collect data, a standard power source measurement questionnaire and a researcher-made questionnaire containing 14 questions were used. The Managers’ power sources used in the study were expertise, legitimate, legal, coercive, and reward. The research findings indicate that there are a direct relationship between power sources of Managers and organizational rip currents. Furthermore, it show a significant relationship between their legal power and substantive, structural and behavioral factors. Also, the results of the multivariate step by step regression confirmed that the legal and expertise sources play the most important role in predicting the behavior of Managers when facing organizational rip currents.

Purpose: Managers are one of the important elements of an organization, for this reason, in order to draw the future of the organization, it is necessary for the planners to specify the conditions of their selection and appointment. Therefore, the current research has been done with the aim of identifying and analyzing the components of selecting future principals.Method: In this research, comparative and benchmarking method is used as a prospective approach. This approach is based on the belief that today's advanced organizations/countries can be considered as a model for the future of another organization/countries in their respective subjects. For this, first, the fields of comparison and benchmarking were determined using Brody's four-step comparison method; then the countries of Canada, Finland, Australia, South Africa, and Japan were selected according to the qualitative balance value in the international advanced TEAMS test, human development index, life quality index(health, instruction, and welfare), education quality index, and other scientific-scholarly indexes; finally, by extracting the criteria for the selection and appointment of principals through content analysis and comparison with Iran, the proposed framework for Iran has been presented.Findings: A total of 61 components for the selection of secondary school principals were identified from among the studies conducted in the selected countries in this article. By extracting the commonalities and differences of each of the components among the countries, it was found that the highest index of manager selection and appointment belongs to Japan and the lowest one is related to Finland.Conclusion: There are similarities between the components of selection of principals of secondary schools in Iran and selected countries. In Iran, special attention should be paid to important components such as adherence to religious principles, appropriate personality traits, creativity and innovation, motivation to develop capabilities, professional growth, power of supervision and accountability, social image, leader skills, and purposefulness and foresight.

The purpose of this study was to analyze the content of Managers' competency models to identify the dimensions and components of competency models of university librarians. The present research is a qualitative content analysis that uses conventional and guided approaches to identify the dimensions and components of the competency model of academic librarians. The data gathering tools in this study are documents. Data coding and analysis were performed using Max Kiuda software version 12. The study identified the competency model of university library Managers at two levels: general and professional competencies. General competencies consisted of six general domains, including competencies of individual-behavioral, social-communicative, moral-value, organizationalmanagerial, insight-perceptual, and innovative-entrepreneurial. For the evaluation of Managers, 83 and 15 indices were identified at the level of general competence and specialized competencies, respectively. Given the evolution of various technologies and the need to apply these technologies in the advancement of libraries and to move them further to digitalization, academic libraries need Managers who, in addition to general managerial knowledge and specialized knowledge, are the latest Technology advances awareness and skills learned in using these technologies and how to use them in academic libraries.

this research is about evaluation of organizational innovation among Managers of tel-communication organization of isfahan. this research is a kinds of survey study and statistical society was 108 persons of Managers of tel-communication organization which gathered some information from them. Hypothesis was examined via spss 18 and Amos graphic 18 software and all of the hypothesis was accepted with 95 percent (CI). The results shows that there is a grate relationships between organizational culture and believing the rewards with 77% of correlation coefficient. on the other hands there is meaningful relation between variables.n moreover the lowest correlation coefficient belongs to financial situation of organization and organizational structure with-0.24 correlation coefficient. on the whole these correlation coefficient shows that validity in terms of innovation.

Background: Decision-making is choosing one option from among different options. Most decision-making models were developed in the general industry. Specific decision-making models are needed due to the special nature of the hospital and its services. We aimed to propose and validate a decision-making model for hospital Managers. Methods: This research used the modified Delphi technique to develop and validate a decision-making model for hospital Managers. A data collection form was used to collect data. The search of English databases covered the period from 1990 to 2020. The first draft of the model was introduced through a scoping review and semi-structured interviews. Two rounds of Delphi were conducted with 33 experts to verify the proposed model. Results: Many factors affect the quality and outcome of a hospital manager's decision. The decision- making model developed in this study has 10 constructs grouped into three components (i.e., inputs, processes, and outputs). These constructs include decision maker, decision implementer, organization, client, subject, analysis, identification, evaluation & selection, implementation and control. This model provides a guide for each decision stage and determines the conditions necessary for a good decision. Conclusion: Using the decision-making puzzle and considering the set of inputs, processes, and outcomes of the decision making together alongside with specifying the details of each decision-making stage make it easy for hospital Managers to decide. Such a scientific, objective and systematic approach in decision-making will result in desired results for staff, patients, Managers and the hospital. This puzzle is also a good tool for pathology of hospital Managers' decisions.

Appointment of middle Managers is regarded as an effective factor in human resource employment. Hence, realization of their special characteristics related to their responsibilities, can be the most important step in the effectiveness of organizations. This article is intended to present an appropriate model for the appointment of middle Managers for comprehensive and systematic development of organizations. Regarding successful practical experience, components and elements affecting middle Managers appointment model are identified, and analyzed.SPSS statistical analysis revealed that commitment to values and law factors, among different capability variables in informal communication, are the most important effective factors in the appointment of middle Managers.

The purpose of this research is to design a competency model for Jihadi Managers. The current research is developmental in terms of its purpose and exploratory in terms of its research strategy. Its materials and content in the qualitative stage include the statements of the Supreme Leader, interviews and literature and the background of the research and the statistical population of the research in the qualitative stage, including two groups of scientific experts and Managers, and in the quantitative stage, it includes Managers with more than 20 years of experience and faculty members of the field. It is management. The sample size was 12 in the qualitative stage and 50 in the quantitative stage. The sample members were selected in the qualitative stage through purposive sampling and in the quantitative stage through accessible sampling. The data collection tool was an in-depth interview and a researcher-made questionnaire. Qualitative data analysis was done using content analysis method and quantitative data was done using inferential statistics. The findings of the research showed that the competency model of Jihadi Managers includes 71 competency components in the form of eight dimensions of knowledge (two components), abilities (six components), skills (12 components), attitude (19 components), personality traits (10 components), insight (four components), and moral characteristics. (16 components) and validity (two components). The findings of the research showed that the most important competencies of a jihadist manager are his jihadist attitude and the necessary skills to perform his duties and responsibilities.