Advances in Environmental Biology

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1 AENSI Journals Advances in Environmental Biology ISSN EISSN Journal home page: Evaluation of Islamic Management Pattern in the Central Bureau of Working, Cooperation and Social Welfare in Fars Province 1 Mohammad Bagher Babaei Talatapeh, 2 Mojtaba Hajizadeh, 2 Mohammad Hossein Omrani Sabaghi 1 Department of Management, Imam Hossein University, Tehran, Iran Department of Management, Faculty of Accounting and Management, Qazvin Branch, Islamic Azad University, Qazvin, Iran A R T I C L E I N F O Article history: Received 11 August 2014 Received in revised form 21 September 2014 Accepted 1 October 2014 Available online 17 October 2014 Keywords: Islamic management pattern, emotional scale, analytical scale intellectual scale, conceptual scale A B S T R A C T Objective: Present article aims at evaluation of Islamic management pattern in the office of working, cooperation and social welfare in Fars province in 12. Method: The statistical society of the article includes all of the higher, intermediate and operational managers of bureaus that 45 managers are evaluated using random sampling. The used questionnaire in this research is derived from Dr. Parvar s et al (10) questionnaire. In this research the Dr. Parvar s Islamic management pattern is used to evaluate the Islamic management which includes 4 scales based on ACES model. These 4 scales (emotional, analytical, intellectual and conceptual) include 14 subscales which are: education, lessoning, programming, non-minor, considering others opinions, courage and impetuosity,, successful, forgiveness, considering the,, coordination of goals, considering the personal differences and tolerance. Regarding the normality of the data which is determined using Kolmogorov-Smirnov test, the parametric T-test is used to evaluate the Islamic management pattern. Results: The results of the comparison between different s average show that the average score for respondents of one of emotional is 3.91 which is more than other s and is closer to criterion score of (4). It means that it is in high. This average for intellectual is 3.9, for analytical is 3.89 which is close to emotional one, but for conceptual the average is 3.67 which is lower than the 3 other s AENSI Publisher All rights reserved. To Cite This Article: Mohammad Bagher Babaei Talatapeh, Mojtaba Hajizadeh, Mohammad Hossein Omrani Sabaghi, Evaluation of Islamic Management Pattern in the Central Bureau of Working, Cooperation and Social Welfare in Fars Province. Adv. Environ. Biol., 8(11), , 2014 INTRODUCTION What is addressed in management is the effectiveness of Islamic values and divine criteria on management alongside with using the scientific and management frameworks and structures, it means that if management science makes use of Islamic values, instructions and solutions, it would gain real success. In fact it seems that Islamic management based on divine values of Islam provides growth and sublimation for human beings. This is, whether in social (leadership and management in Islamic society) or organizational (organizational leadership and management) valid whose example is the change in the attitude toward human in organization from source view to human along with other organizational resources to a valuable capital that training him/her leads to innovation in organization. What Islam gives, would be meaningful in accordance with elimination of geographical, spatial and temporal boundaries everywhere and every time. Management is an important issue in Islam and existence of diverse programs from Imam Ali (P.B.U) in Nahjol-balaqe to the commanders, different stories from Imams and the prophet s (P.B.U) procedure, all in all show the importance of the management and considering the establishment of Islamic republic regime of Iran and necessity of managing organizations and enterprises in line with Islam instructions, the discussion about Islamic management would be significantly necessary. Therefore, presenting a holistic review of Islamic management and considering all the key aspects in this area are necessary. So in this article the researcher evaluates the characteristics of Islamic management with a total review on Gol Parvar s et al. pattern (10). According to this, the model consists of 4 scales (emotional, analytical, intellectual and conceptual) which are based on the ACES model. In this model, the conceptual is like forestall concept and management in which the trees are growing, this is about the complexities concept and management the managers faced with and also innovation training is also taken into Corresponding Author: Mojtaba Hajizadeh Farsoon, Department of Management and Accounting, Qazvin Branch, Islamic Azad University, Qazvin, Iran Tel: hajizade.b@yahoo.com

2 1462 Mojtaba Hajizadeh Farsoon et al., 2014 account, while managing the complexities individually, is the higher of analytical such that manager considers the individual one by one. The emotional also is higher of the followings: individuals emotion concept and management, using emotions as an energy and effective resource on followers behavior. Intellectual also includes considering higher values of ethics. These factors are broadly behind the definitions of Islamic management the most important of which are accounted in these definitions are: virtue in all management s and majority satisfaction providing, to be based on the higher human and divine values, to be in line with management of the world, God presence as the main factor, trusteeship, duty and serving of the management, and stability if speech and believes inspired from Quran and the prophet s tradition. Recognition of Islamic management pattern and suitable pattern for that also research methodology to make the concepts and basics applicable for Islamic organizations is a discussion which is evaluated in this research.

3 1463 Mojtaba Hajizadeh Farsoon et al., 2014 So far, there were many efforts to recognize and introduce the Islamic management, in this way the present article evaluates a pattern for Islamic management and with modifying and proving that there would be a principle for making the Islamic management more practical in future researches. Statistical method: The present article is to evaluate the amount of accordance between management procedures in office of working, cooperation and social welfare and Islamic management pattern. To do so, 45 managers of the mentioned office were interviewed using questionnaire. The questionnaire as a measurement tool was constructed by Dr. Gol Parvar et al [7] which are validated using factor discovering analysis. This questionnaire includes 126 s which are divided into 4 scales and 14 subscales and investigated the Islamic management method. To determine the stability the Kronback s alpha coefficient is used. The results of the test show that the obtained coefficients are at least from 0.64 are related to courage and impetuosity to 0.94 which is related to management all of which are in suitable and relatively suitable. Table 1 shows the results. Table 1: Kroncach s alpha coefficient for used spectrums. Kroncach s Alpha coefficient Management procedures 0/ 94 Emotional 0/ 83 Successful 0/75 0/68 Considering 0/73 0/69 Analytical 0/ 85 education 0/65 lessoning 0/78 programming 0/66 non-minor 0/68 Intellectual 0/ 84 Coordinating the goals 0/7 Personal differences 0/67 0/7 Conceptual 0/ 78 Considering others opinions 0/68 Courage and impetuosity 0/64 0/65 Based on table 2 in emotional the highest score is for successful with average score of 4.08, while this average is 3.78 for forgiveness which is the lowest one. In analytical the strength of managers is in education (average score of 4.2 from one of the element) while in non-minor element there is highest weaknesses (average score of 3.44 from one ). In intellectual one, the tolerance (average score=4.02) is the strength and coordination with goals is the weakness with average score of Finally in conceptual the courage and impetuosity are the best characteristics (average score=3.77) and non-regarding others opinions is the biggest weakness of managers (average score=3.61 for one ). The other thing to note is that to evaluate the normality or abnormality of the data the Kolmogorov-Smirnov test is used. The results show that the scales and subscales of value of Z obtained from the test for management procedure spectrum are not meaningful which implies that data distribution is normalized. To evaluate whether the management procedure in office of working, cooperation and social welfare is based on the Islamic management pattern or not, there is great need for a criterion to compare the used procedure in this office with. Justification score for this one (score=4) are for one of management procedure, its scale and subscale. Therefore, if average score of respondents for one of management procedure its scales and subscales are lower than 4 or the difference is meaningful, the management procedure used is not based on the Islamic one. But if the average score doesn t have meaningful difference with score of 4 or is not higher than it or the difference is meaningful, then the management procedure used would be based on the Islamic management pattern. The other thing to note is that considering the normality of data distribution the parametric t-test is used. By these explanations the results are evaluated: Results of the 1-variable t test show that average score for respondents for one of management procedure in office of working, cooperation and social welfare in Fars is 3.68 which is lower than the criterion score of 4 and has meaningful difference with that (T=-2.98). Thus, management procedure in these offices totally doesn t obey the Islamic management pattern. Evaluation of 4 of the management shows that only in conceptual whose average score from one is 3.67, there is meaningful difference with criterion score and is lower than it. Therefore in conceptual the management procedure is not based on the Islamic one but in 3 other s the average score from one of the s doesn t have meaningful difference with criterion one and are based on the Islamic management pattern (table 3).

4 1464 Mojtaba Hajizadeh Farsoon et al., 2014 Table 2: Minimum, maximum, average and standard deviation of respondents score of Islamic management, scales and subscales variable /scale /subscale No. of minimum maximum Average of score Average of one Standard deviation Amount of Z Meaningfulness s Islamic management / / 2 0 / 71 0 / 7 Emotional / 75 3 / / 2 0 / 51 0 / 96 Successful Considering Analytical education lessoning programming non-minor Intellectual Coordinating the goals Personal differences Conceptual Considering others opinions Courage and impetuosity /83 26 /4 35 /95 /85 4 /08 3 / /8 4 /38 3 /54 3 /79 0 /5 0 /86 0 /75 0 /74 0 /95 0 /43 0 /62 0 / / 35 3 / / 2 0 / 72 0 / / /97 17 /9 2 3 /44 2 /9 5 /6 4 /4 3 /27 0 /71 0 /7 0 /62 1 /06 0 /7 0 /71 0 /84 0 / / 05 3 / 9 10 / 8 1 / 02 0 / /9 30 /98 36 /2 3 /79 3 /87 4 /02 3 / /86 0 /89 0 /8 0 /45 0 /4 0 / / 07 3 / 67 8 / 1 0 / 78 0 / /4 30 /17 36 /50 3 /61 3 /77 3 /65 4 /1 2 /9 3 /3 1 /26 0 /78 0 /97 0 /06 0 /58 0 /307 Table 3: Meaningfulness test of the differences between average score from management procedure and 4 s with criterion score of 4. Variable/ average Standard deviation Amount of T Degree of freedom Meaningfulness Management procedure Emotional Analytical Intellectual conceptual 3 / /89 3 /67 3 /03 3 /23 3 /59 0 /3-2/98-1/68-1/89-1/76-7/14 0 /000 0 /1 0 /07 0 /09 0 /000 To compare the different s of management procedure in offices of working, cooperation and social welfare and evaluate the fact that in which s there are managers strengths and weaknesses, the pair comparison of s and t test are used. The results obtained from the test show that the weakness of management procedure in offices relates to the conceptual. The average score of respondents from this is 3.67 and has meaningful different with other s. But other 3 s don t have meaningful differences with each other. Table 4 presents the results. Table 4: Pair comparison of average score of s of management procedure in investigated offices. Average of one emotional Analytical Intellectual conceptual emotional Analytical Intellectual conceptual 3/91 3/89 3/9 3/67 0/45 0/08 5/88-0/ 5/29 5/37 After characterization of s and the management procedure, it is necessary to evaluate their scales and subscales to determine each subscale s strength and weakness. The results obtained from 1-variable T test show that in emotional of management procedure the average score of forgiveness (3.78) and (3.8) are less than criterion score (4) and have meaningful differences with it. Therefore, in these 2 elements the managers don t respect the Islamic management pattern. But in successful interaction and considering the the managers more obey the Islamic management pattern (table 5). The pair comparison of subscales, emotional shows that average score of successful and considering the don t have meaningful differences with each other, but for forgiveness and have meaningful differences. Other subscales do have meaningful difference (table 6)

5 1465 Mojtaba Hajizadeh Farsoon et al., 2014 Table 5: Meaningfulness test of average score of respondents from one of subscales of emotional with criterion score of 4. Subscale Average of one Standard deviation T-test Degree of freedom Meaningfulness Successful Considering 4/08 3/78 3/99 3/8 0/4 0/51 0/42 0/38 1/12-2/85-0/08-3/23 0/27 0/007 0/93 0/002 Table 6: Pair comparison of average score of emotional subscales in evaluated offices. Subscale Average Successful Considering Successful Considering 4 /08 3 / /8 3 /8 1 /2 6 /5-2/73-0/5 2 /86 _ In analytical scale the education (4.2) is strength and non-minor (3.44) is weakness in managing the mentioned offices. The results of the 1-variable t-test show that only the average score of non-minor is lower than 4 and have meaningful difference with it. Therefore, this is the only element that doesn t obey the Islamic management pattern in management procedure. But in other subscales the Islamic management pattern is followed (table 7). Table 7: Meaningfulness test of average score of respondents from one of subscales of analytical with criterion score of 4. Subscale Average of one Standard deviation T-test Degree of freedom Meaningfulness education lessoning programming non-minor 4/2 3/92 3/9 3/44 0/ 0/47 0/44 0/65 3/16-1/13-1/47-5/57 0/003 0/266 0/15 The pair comparison of subscales, analytic shows that only average score of lessoning (3.92) and programming (3.9) don t have meaningful differences with each other. Other subscales do have meaningful difference (table 8). Table 6: Pair comparison of average score of analytical subscales in evaluated offices. Subscale Average education lessoning programming non-minor non-minor 2 3 /44 40 /1 5 /3 11 /6 The evaluation of the subscales of the intellectual shows that in the mentioned offices, the weakness of the management procedure is in coordination in goals, the average score of the is 3.79 and lower than the criterion score of 4. The results of the 1-variablet-test show that the only average score of the coordination in goals has meaningful difference with criterion one (t=-3.24). Therefore this management procedure doesn t obey Islamic management pattern. But average of other subscales don t have meaningful difference with the criterion score and consequently the management procedure would be based on the Islamic one (table 8). Table 8: Meaningfulness test of average score of respondents from one of subscales of intellectual with criterion score of 4 Subscale Average of one Standard deviation T-test Degree of freedom Meaningfulness Coordinating the goals 3/79 3/87 0/42 0/48-3/24-1/72 0/09 Personal differences 4/02 0/44 0/31 0/76 The pair comparison of the 3 subscales shows that only average score of coordination with goals and 2 other element have meaningful differences with each other, but the other 2 elements don t (table 9) 0 / 5 /82 6 /27

6 1466 Mojtaba Hajizadeh Farsoon et al., 2014 Table 9: Pair comparison of average score of intellectual subscales in evaluated offices. Subscale Average Coordinating Personal differences Personal differences 3/79 3/87 4/02-1/5-5/05 The final is conceptual one. This is studied in offices in weakness and has 3 subscales such as considering others opinions, courage and impetuosity and whose average scores of one are lower than 4. The results of the 1.variable t test show that the average scores of all subscales have meaningful difference with criterion score. Therefore none of them are based on the Islamic management pattern (table 10). Table 10: Meaningfulness test of average score of respondents from one of subscales of conceptual with criterion score of 4 Subscale Average of one Standard deviation T-test Degree of freedom Considering others opinions Courage and impetuosity 3/61 3/77 3/65 0/46 0/36 0/33-5/57-4/ The pair comparison of the 3 subscales shows that only average score of 3 elements don t have meaningful differences with each other, thus the weakness is corresponding in all of them (table 11). -2/56 Table 11: Pair comparison of average score of conceptual subscales in evaluated offices. Subscale Average of one Considering others opinions Courage and impetuosity Considering others opinions 3/61 Courage and impetuosity 3/77-1/25 3/65-0/56 1/29 Discussion and conclusion: In this research to evaluate the Islamic management pattern the Dr. Gol Parvar s model of Islamic management [7] is used which includes 4 scales (emotional, analytical, intellectual and conceptual) and based on ACES model. These 4 scales include 14 subscales which are: education, lessoning, programming, non-minor, considering others opinions, courage and impetuosity,, successful, forgiveness, considering the,, coordination of goals, considering the personal differences and tolerance. In this article, the results of different average scores of s show that the average score of one in emotional is 3.91 which is the highest one and close to 4, it means that it is in high. The average score for intellectual (3.9) and analytical one (3.89) are close to emotional but for conceptual one is 3.67 and lower than others. Therefore one can reason such that the main weakness of managers in organizations studied is in conceptual which means that managers act weakly in considering others opinions, courage and impetuosity,. This leads to the fact that management procedure in studied offices of working, cooperation and social welfare are not based on the Islamic management pattern. As a result, to make the management procedure in organization being based on the Islamic one, the focus must be more on the subscales of the conceptual more than others. REFERENCES [1] Aqjei, A., Islamic management, Tehran, Jihad daneshgahi pub. [2] Taqavi damqani, R., Attitude toward Islamic management, Tehran, IAO. [3] Tavalaie, R., Presenting holistic pattern for recognition of Islamic management, management scientific article database [4] Tayeb, M., Islamic management, Tehran, Safineh Pub. [5] Asgarian, M., Islamic management, Tehran Jihad daneshgahi pub of Tehran University. [6] Qobadi, A., Principles of islamic management, qom, Feqh Pub. [7] Gol Parvar, M., A. Noori, H. Arizi, and H. Masah, 10. construction and psychometrics of Islamic management scale, Islam and psychology studies, 5(9): [8] Moshref Javadi, M., Principle and text of management in Islam, Hamedan, Noore Elm Pub. [9] Mesbah Yazdi, M., Prerequisites of Islamic management, Qom, Imam Khomeini research and education institute. [10] Quatro, S.A., D.A. Waldman, B.M. Galvin, Developing Holistic leaders: four domains for leadership development and practice. Human resource management review, 17: