Assessment of urban managers' educational capacity by structural equation method (Case Study: Middle Level Managers of Zanjan Municipality)
Journal: Geographical Urban Planning Research (GUPR) (Vol.7, No. 1)Publication Date: 2019-06-30
Authors : اسماعیل دویران;
Page : 189-209
Keywords : آموزش; زنجان; شهرداری; ظرفیت; مدیران شهری;
Abstract
In the past decade, organizations have faced major changes, such as knowledge-centeredness and the focus on new technologies, due to the advent of modern technologies, market developments and new urban managerial approacshe, which have affected and transformed the goals and processes of their work. The present study aimed to assess the educational capacity of urban management and prioritized the educational needs of Municipality managers in Zanjan. It is descriptive-explanatory method. The data gathering method was library and field based.Sample size According to the 200 people of the middle level managers of Zanjan municipality, 127 persons were randomly allocated to the variables required for developmental capacity, Additional needs and problem solving needs were measured in Zanjan municipality. The collected data were analyzed by SPSS software and then analyzed with the structural equation model (path analysis method) and the relationship between the variables affecting educational capacity of the managers. The results show that the educational capacity of managers with variables of capacity development needs, complementary needs and problem solving needs with a coefficient of greater than 0.88 and t-value higher than the confidence level of 1.96 have a significant positive relationship with the direction and the variables are also significant in each other. To be On the other hand, indicators for assessing the variables of developmental needs and complementary needs are less than the problem solving requirement, and a predictive structural representativeness such as having a strategic plan,creativity, a unit work plan, maintaining and operating a power below the standard level.
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