Designing a Maturity Model of the Managers of Red Crescent Society in Tehran

INTRODUCTION: Nowadays, manager maturity is one of the concerns of officials of most government organizations, especially the Red Crescent Society. One of the ways to manager maturity is to identify the appropriate maturity pattern of the managers of the Red Crescent Society. Therefore, this study aimed to design a maturity model of the managers of the Red Crescent Society using the Grounded theory. METHODS: This qualitative study was conducted based on an applied research method using the Grounded theory. The statistical population of the study consisted of experts and specialists in the maturity field of the managers of the Red Crescent Society. The sampling was performed using the purposive method, and ۲۰ individuals were selected based on theoretical saturation. The data were then collected using semi-structured interviews, and data analysis was performed at three stages of open, axial, and selective coding. The validity and reliability of the research were evaluated using a triangulation approach. FINDINGS: According to the obtained results, seven important factors, including managerial, structural, organizational culture, organizational education, organizational justice, organizational socialization of managers, and psychological contracts of managers with the organization, were recognized as the requirements for designing the maturity model of the managers of the Red Crescent Society in Tehran, as the causal conditions of the axial coding. CONCLUSION: Based on the results, the outcomes of the manager maturity were classified into five components, including employee participation, employee commitment, organizational productivity, organizational performance, and manager self-efficacy. Moreover, internal changes were selected as strategies along with three components of psychological characteristics and motivators, individual skills, as well as knowledge and attitude.

Keywords:

Competence , Managers’ Maturity , Organizational Culture , Competence , Managers’ Maturity , Organizational Culture