Designing Strategic Model to Identify and Structure Components Stimulating Change in the Social Security Organization

Document Type : Research Paper

Authors

1 Ph.D. - Public Administration Department - Qazvin Unit - Azad Islamic University - Qazvin - Iran

2 Professor of Public Administration - Faculty of Management - University of Alameh Tabatabaie - Tehran - Iran

3 Associate Professor - Public Administration Department - Science and Research Unit - Islamic Azad University - Tehran - Iran

4 Assistant Professor of Public Administration- Command and Staff University of the Islamic Republic of Iran Army - Tehran - Iran

Abstract

Reforms in public sector organizations and innovations in this field have been the key issues in response to social changes influencing the lives of citizens. Social change occurs gradually, and its effects on social service organizations are expected with change to increase the usefulness of organizations' services. This study has developed the aim of designing a model to identify and structure the relationships between strategic components affecting change in Social Security Organization.

The method used in this research is exploratory and mixed, using questionnaires for data collection. First, using the Delphi technique and the viewpoints of 14 experts and professors in the fields of organizational change and social security organization, the dimensions of strategies and characteristics of organizational change in the social security organization were identified. Then, using the Dematel technique approach, the views of experts were used to systematically structure the data within the framework of a multivariate decision-making system.

Based on the four main strategies of change, including normative educative, persuasive, facilitative, and power coercive strategies, and 13 main components of these strategies, the results showed that the persuasive strategy in the social security organization has the greatest impact on other strategies, and is the most important in terms of impact and effectiveness. The power coercive strategy is of secondary importance, while it is influenced by the other strategies at most. The most important influencing factors in the strategies are personal characteristics, support of supervisors, shared vision, opportunities for participation and delegation, and authorizing the power for change.

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