عنوان پایان‌نامه
شناسایی (قابلیت های پویا) بانک ملت و اولویت بندی آنها از دیدگاه مدیران عالی میانی و عملیاتی
- رشته تحصیلی
- مدیریتMBA - مدیریت توسعه سازمان ومنابع انسانی
- مقطع تحصیلی
- کارشناسی ارشد
- محل دفاع
- کتابخانه مرکزی -تالار اطلاع رسانی شماره ثبت: 78192;کتابخانه مرکزی -تالار اطلاع رسانی شماره ثبت: 78192
- تاریخ دفاع
- ۰۳ مرداد ۱۳۹۱
- دانشجو
- فاطمه اشجعی
- چکیده
- نتایج بدست آمده نشان می دهند که به دلیل ناکارآمدی فرایندهای کاری، ساختار غیر منعطف، عناصری فرهنگی چون محافظه کاری، عدم همراستایی واحدها و سیستم ارزیابی عملکرد ناکارآمد در بخش هایی از سازمان و نیز شرایط خاص محیط کسب و کار که همچنان تحت نفوذ نهاد های حاکمیتی است، عملکرد موفقیت آمیز وابستگی قابل توجهی به نقش رهبر و مدیریت ارشد سازمان و مهارت وی در یکپارچگی و هماهنگی منابع و شایستگی های داخل سازمان و نیز شناخت فرصت ها و تهدیدهای محیطی و پاسخ مناسب به آنها است. در واقع مهمترین قابلیت پویای شناخته شده، «قابلیت پویای مدیریتی » است.
- Abstract
- How firms maintain their competitive advantage or create new ones in presence of rapid changes in the environment? Why do firms possessing similar resources and capabilities achieve different levels of performance in the same performing environment? “Dynamic capability” is the new concept in the field of strategic management which has the great ambition of addressing such questions. Dynamic capability framework is considered the extension of resource based view of the firm and also has origins in an evolutionary theory of economic change and also Schumpeter’s idea of creative destruction. This study seeks to identify dynamic capabilities in Bank Mellat, a once state owned bank which went through privatization as a result of modifications of article 44 of the constitution law of Islamic Republic of Iran. It is assumed that privatization has been a major turning point in the organizational life cycle of Bank Mellat. Having such event as starting point, the author seeks to identify those mechanisms; possibly dynamic capabilities; which made the transition possible. Data is gathered through semi structured interviews with senior, middle and operational managers who had job experience of at least 10 years in Bank Mellat and had been holding key positions during the transition period. The data has been analyzed using thematic analysis. The key findings are presented in form of 15 main themes that each one of them distinctly holds some truth regarding the purpose of research consistent with other themes. The map of themes is also presented which tells the whole story through demonstrating the relations among themes and shows how they complete each other’s meanings. Finally, findings show that in absence of clearly defined processes to predict market changes and customers` needs, flawed business model, hierarchical and inflexible organizational structure and presence of culture which discourages risk taking and challenging status quo, the organization leans on great leaders` individual skills and knowledge to survive and respond successfully to environmental changes. 78? It means the organization depends on “dynamic managerial capabilities” to predict change and reconfigure its resources to respond to it. Key Words: Dynamic Managerial Capabilities, Dynamic Capability Framework, Strategic Management, Environmental Change, Leadership
