الگوی شایستگیهای مدیران اقتصادی سازمان تامین اجتماعی نیروهای مسلح
محورهای موضوعی : روش های نوین آموزش وتوسعه منابع انسانیامین پاشایی هولاسو 1 * , سیدمجید ابن الرضا 2
1 - استادیار، مدیریت صنعتی، مجتمع دانشگاهی مدیریت و مهندسی صنایع، دانشگاه صنعتی مالک اشتر، تهران، ایران.
2 - استادیار، مدیریت صنعتی، مجتمع دانشگاهی مدیریت و مهندسی صنایع، دانشگاه صنعتی مالک اشتر، تهران، ایران.
کلید واژه: شایستگیهای مدیریتی, مدیران اقتصادی, تحلیل مضمون, سازمان تأمین اجتماعی نیروهای مسلح (ساتا).,
چکیده مقاله :
شایستگیهای مدیران اقتصادی سازمان تأمین اجتماعی نیروهای مسلح (ساتا) مجموعهای از مهارتها و دانشهایی است که برای درک بهتر نیازهای مالی و اقتصادی بازنشستگان و کارکنان و ارائه خدمات مؤثر طراحی شده است. پژوهش حاضر با هدف ارائه مدلی جامع برای شایستگیهای مدیران اقتصادی ساتا انجام شده و تغییرات محیطهای کاری و اهمیت شایستگیهای مدیریتی را مدنظر قرار داده است. ابتدا مبانی نظری بررسی و سپس دادههای کیفی از مصاحبههای نیمهساختاریافته با 25 نفر از مدیرانارشد ساتا که از طریق روش نمونهگیری هدفمند انتخاب شدند، جمعآوری شد. در این فرآیند 968 مضمون پایه، 43 مضمون سازماندهنده و 17 مضمون فراگیر استخراج شد و در چهار بُعد اصلی دستهبندی شدند. نتایج تحلیل نشان داد شایستگیهای مدیریتی در حوزه اقتصادی ساتا شامل چهار دسته اصلی 1. شایستگیهای راهبردی و تصمیمگیری کلان شامل: (مدیریت استراتژیک و برنامهریزی، مهارت تحلیل و پیشبینی اقتصادی، مدیریت و تحلیل دادههای کلان اقتصادی، مدیریت تغییرات و تحولات اقتصادی و مدیریت بحرانهای اقتصادی)؛ 2. شایستگیهای مالی و اقتصادی شامل: (مدیریت مالی و بودجهریزی، مدیریت سرمایهگذاری، مدیریت منابع و تأمین مالی، مدیریت پروژههای اقتصادی، مدیریت روابط مالی و اقتصادی و مدیریت و بهبود فرآیندهای اقتصادی)؛ 3. شایستگیهای ارتباطی و بینسازمانی شامل: (مدیریت روابط با نهادهای نظارتی و قانونی، مدیریت روابط بینالمللی و تجارت خارجی و مدیریت ارتباطات اقتصادی و مالی)؛ 4. شایستگیهای منابع انسانی و فرهنگی شامل: (مدیریت منابع انسانی، مدیریت فرهنگ سازمانی و تعهد به اصول اخلاقی و مدیریت رضایت مشتری) است.
The competencies of economic managers in the Armed Forces Social Security Organization (SATSA) encompass a set of skills and knowledge designed to better understand the financial and economic needs of retirees and employees and to provide effective services. This study aims to propose a comprehensive model for evaluating these competencies, taking into account changes in work environments and the importance of managerial competencies. The theoretical foundations were first reviewed, followed by the collection of qualitative data from semi-structured interviews with 25 senior managers of SATSA. In this process, 968 basic themes, 43 organizing themes, and 20 overarching themes were identified. The results of the analysis revealed that the managerial competencies in SATSA’s economic domain include twenty main dimensions: financial management and budgeting, investment management, economic human resources management, strategic management and planning, economic change and innovation management, financial and economic relations management, economic analysis and forecasting skills, motivation and job satisfaction management, legal risk management, economic project management, economic and financial communication management, macroeconomic data management and analysis, relations management with regulatory and legal bodies, crisis management in the economy, customer satisfaction management, economic process improvement and management, international relations and foreign trade management, resource and financing management, organizational culture management and commitment to ethical principles, and management of economic changes and transformations. This model serves as a tool for assessing, professional development, and succession planning of managers, providing an operational framework for improving managerial processes in SATSA’s economic sector.
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