فهم پاسخ‏گویی غیررسمی مدیران دولتی در شبکه‎های بین‎سازمانی (مطالعه موردی: شورای برنامه‎ریزی و توسعه استان زنجان)

نوع مقاله : مقاله علمی پژوهشی

نویسندگان

1 استادیار، گروه مدیریت دولتی، دانشکده مدیریت و حسابداری دانشگاه تهران، پردیس فارابی، قم، ایران

2 استادیار، گروه کسب‎وکار، دانشکده مدیریت و حسابداری دانشگاه تهران،پردیس فارابی،قم، ایران

3 استادیار، گروه کسب‎وکار، دانشکده مدیریت و حسابداری دانشگاه تهران، پردیس فارابی، قم،ایران

4 دانشجوی دکتری، گروه مدیریت دولتی، دانشگاه تهران، پردیس فارابی، قم، ایران

چکیده

هدف: هدف اصلی این پژوهش، فهم پاسخ‏گویی غیررسمی مدیران دولتی در شبکه بین سازمان‌های دولتی است؛ به بیان ساده‎تر، هنجارها، انتظارها، تعامل‎های غیررسمی و رفتارهای بین‌شخصی میان مدیران دولتی ایران، چگونه به‎صورت پاسخ‏گویی غیررسمی آشکار می‎شوند؟
روش: این پژوهش بر اساس پارادایم تفسیرگرایی، رویکرد کیفی و استراتژی مطالعه موردی اجرا شده است. شورای برنامه‌ریزی و توسعه استان زنجان برای مورد مطالعه مدنظر قرار گرفت و به روش نمونه‌گیری گلوله ‌برفی با 22 نفر از مدیران دولتی مصاحبه‌های عمیق برگزار شد. داده‏ها با استفاده از روش تحلیل محتوای کیفی در نرم‎افزار مکس‏کیودا تحلیل شده‎اند.
یافته‎ها: این پژوهش نشان داد که پاسخ‏گویی غیررسمی در تعامل‎های غیررسمی و در قالب فعالیت‎های اختیاری اعضای شورا نمایان می‏شود. منافع فردی، خدمتگزاری به مردم، اخلاق و ارزش‏ها، شخصیت و سبک رهبری مدیران و متغیرهای زمینه­ای، عواملی هستند که بر مدیریت مؤثر تعامل‎های غیررسمی اثر می­گذارند. اعضای شورا تلاش می‌کنند که در تعامل‎های غیررسمی، یکدیگر را در قبال هنجارها و قوانین نانوشته، پاسخ‏گو نگه دارند و تنها ابزار آنها برای تحقق این مهم، فشارها و حمایت‌هایی است که نسبت به یکدیگر اعمال می‌کنند.
نتیجه‎گیری: پژوهش حاضر چارچوب نظری ارائه شده توسط رامزک و همکارانش (2012 و 2013) دربارۀ پاسخ‏گویی غیررسمی در شبکه بین سازمان­های غیرانتفاعی را به بخش عمومی و بین مدیران میانی توسعه داد و مشخص شد که ناکارآمدی نظام اداری، سیستم نامناسب انتخاب و انتصاب مدیران و فشارهای مقامات سیاسی، از دغدغه‎های بسیار مهم و به اشتراک­گذاری اطلاعات و فرهنگ قانون‎مداری، فرصت­های مهم پیش­روی مدیران دولتی در پاسخ‏گویی غیررسمی هستند.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Understanding Informal Accountability of Governmental Managers in Inter-Organizational Networks: A Case Study in Planning and Development Council of Zanjan Province

نویسندگان [English]

  • Azam Mirzamani 1
  • Mohammad Hossin Rahmati 2
  • Hamid Reza Yazdani 3
  • Mohammad Moradi 4
1 Assistant Prof., Department of Public Administration, Faculty of Management and Accounting, University of Tehran, Farabi Campus, Qum, Iran
2 Assistant Prof., Department of Business Management, Faculty of Management and Accounting, University of Tehran, Farabi Campus, Qum, Iran
3 Assistant Prof., Department of Business Management, Faculty of Management and Accounting, University of Tehran, Farabi Campus, Qum, Iran
4 Ph.D. Candidate, Department of Public Administration, University of Tehran, Farabi Campus, Qum, Iran.
چکیده [English]

Objective:The main purpose of this study was to understand the informal accountability of governmental executives in inter-organizational network i.e. to understand how norms, expectations, informal interactions and interpersonal behaviors among Iranian governmental executives reveal themselves as informal accountability?
Methods: The present research is a case study based on interpretativism using qualitative approach. The planning and development council of Zanjan province was selected as the case to study. Then, based on snowball sampling and to collect data, in-depth interviews with a sample of 22 government executives were conducted. Qualitative content analysis through MAXQDA software was used to analyze the data.
Results: This research showed that informal accountability can be elicited within informal interactions through discretionary activities of council members. Individual interests, being beneficent to people, ethics and values, personality and leadership style of managers, and background variables are factors influencing the effective management of informal interactions. Council members are trying to keep each other accountable for unwritten norms and laws during the course of informal interactions, and their only means of enforcing this issue are the pressure and support that they apply to each other.
Conclusion: The present research extended the theoretical framework provided by Ramesz et al. (2012, 2013) on informal accountability in the network between private organizations and the public sector and among intermediate managers. This study also identified the ineffectiveness of the administrative system, the inappropriate selection system and appointment of managers and the pressures of political officials as the most important challenges, and the sharing of information and regulatory culture as the most important opportunities for governmental executives to take on informal accountability

کلیدواژه‌ها [English]

  • Inter-Organizational Networks
  • Informal communications and interactions
  • Unwritten norms or rules
  • Accountability of public managers
  • Informal accountability

مراجع

اسحق‌زاده، نیره؛ مهرگان، محمدرضا؛ ابویی اردکان، محمد (1396). کاربرد نظریة اتوپایسیس در مدیریت. فصلنامه مدیریت دولتی، 9 (3)، 427- 462.
رهنورد، فرج‏اله؛ محبی‏دلیگانی، مرضیه (1395). آثار جهانی شدن بر مدیریت دولتی در ایران. فصلنامه مدیریت دولتی، 8 (3)، 415- 436.
صفری‏دشتکی، محمد؛ زارع، رضا؛ نیک‏بخش، محمدعلی (1397). تبیین عوامل ساختاری مؤثر بر شکل‏گیری شبکه‏های خط‏مشی (مطالعه موردی: نظام کارآفرینی ایران). فصلنامه مدیریت دولتی، 10 (1)، 109-136.
واعظی، سیّدکمال؛ رهبر، رضا (1395). بررسی اهمیت میانجی مؤلفه احساس بی‏قدرتی در میزان تأثیر ادراک از پاسخ‏گویی بر رفتار مشارکتی دانشجویان (مطالعه موردی: دانشجویان دانشگاه تهران). فصلنامه مدیریت دولتی، 8 (1)، 113- 136.
 
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مدیریت دولتی
دوره 11، شماره 1
1398
صفحه 99-122

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