طراحي مدل توسعه و پرورش مديران مياني مورد: پژوهشگاه صنعت نفت تهران

Designing a Management Development Model for Middle-level Managers at the Iranian Research Institute of Petroleum Industry (RIPI)

In this research, an effort has been made to design a management development model for middle-level managers at the Research Institute of Petroleum Industry of Iran (RIPI). A literature-based theoretical model was developed and used to answer the two following research questions 1. What is the current situation of middle managers in terms of their development at RIPI? 2. What development program is needed to improve their current situation? A total of 151 high, middle and lower level managers at RIPI (10 as head of research centers, 80 as directors of research units, and 62 as directors of research projects) were surveyed. For collecting data, a questionnaire was used to assess the current competencies of middle level managers at RIPI in six areas, including: (1) management roles, (2) management skills, (3) management abilities, (4) personal traits, (5) philosophical thinking and (6) management knowledge. The findings indicate that although the current development and training efforts of middle- level managers at RIPI are somewhat satisfactory, measures need to be taken for further improvement of the situation. In this research, an effort has been made to design a management development model for middle-level managers at the Research Institute of Petroleum Industry of Iran (RIPI). A literature-based theoretical model was developed and used to answer the two following research questions 1. What is the current situation of middle managers in terms of their development at RIPI? 2. What development program is needed to improve their current situation? A total of 151 high, middle and lower level managers at RIPI (10 as head of research centers, 80 as directors of research units, and 62 as directors of research projects) were surveyed. For collecting data, a questionnaire was used to assess the current competencies of middle level managers at RIPI in six areas, including: (1) management roles, (2) management skills, (3) management abilities, (4) personal traits, (5) philosophical thinking and (6) management knowledge. The findings indicate that although the current development and training efforts of middle- level managers at RIPI are somewhat satisfactory, measures need to be taken for further improvement of the situation.