Search Results for organizational-values
Abstract
The current research confirms the importance of promoting ethical behavior and the extent of its impact in anchoring in organizational values and all decisions made by organizations, the ability of the organization to provide sustainable, high-quality services, on the one hand, and the need for the organization’s values to be in line with the ambitious values of employees on the other hand, and the result is high performance. And present behaviors that benefit and do not harm others. Therefore, the research has dealt with two important variables, the first being moral ethcial leadership through its dimensions (justice, integrity, directing behavior, clarity of role, power sharing, concern for sustainability) .As for the second variable, organizational values have adopted the dimensions (quality in values, innovation of values, responsibility for values, and values. Organizational values of customers and organizational values of employees), and the research started from a problem expressed with a number of questions, including whether moral leadership exists among university leaders and can you use positive behaviors and ethical practices to consolidate these organizational values in the universities under study? A intended sample was chosen, represented by (64) members of university leaders who hold senior leadership positions in a number of Iraqi universities that were chosen to implement the study, and the research drew on a number of conclusions, the most prominent of which is that ethical leaders have qualities and characteristics that depend on the social philosophy that relates to the mind, heart and soul. The soul is to be a tool in building a balanced emotional personality, as it searches for means and not ends, as for the most important recommendations for university leaders to pay attention to the sustainability and preservation of relations between employees, seek attention to environmental and technological changes, provide the appropriate organizational climate, follow a work context and take into account the prevailing societal values as a source of intellectual and scientific radiation To reach good performance to support its position in the community, and the continuous urge to adopt professional behavior and interest in building a clear vision that consolidates organizational values in the universities in question
Abstract
This research aimed to investigate the strategic role of Strategic Renewal (across its core dimensions: content, context, and process) in mitigating Organizational Anomie and its behavioral and value-based manifestations (anomie/normlessness, organizational cynicism, and the absence of values) within the dynamic organizational environment of Zain Iraq for Telecommunications. To achieve the research objectives, a descriptive-analytical approach was adopted. Data were collected through a specially designed questionnaire distributed to a purposive sample of leaders and administrators within the company. The data were analyzed using SPSS, employing descriptive statistical methods (Arithmetic Means and Standard Deviations) and inferential statistics (Pearson Correlation Coefficient and Simple Linear Regression). The results revealed high levels of both strategic renewal practices and organizational anomie within the surveyed company. Furthermore, a statistically significant inverse correlation was identified between the two variables, indicating that higher levels of strategic renewal are associated with a decrease in organizational anomie. Regression analysis further demonstrated that the dimensions of strategic renewal collectively explain 60% of the variance in organizational anomie, with the "Process" dimension exerting the strongest impact, followed by "Context" and "Content." The research concludes that strategic renewal serves as an effective entry point for curbing value-based and behavioral disintegration (anomie) in organizations operating in rapidly changing environments; however, its effectiveness is maximized when it encompasses processes and a supportive organizational context, rather than being limited to strategic content alone. The study recommends that the company's management focus on enhancing the value-driven and cultural aspects of renewal while bridging the trust gap between management and employees to achieve more integrated and sustainable strategic renewal