Management Styles

The question which is arises in this place is that why the achievements of management do not have necessary efficiency and effectiveness in Iran and at the macro level? What are the optimal goals that our managers cannot achieve them? In response, we shall say that optimal goals and controlling to achieve these goals is different for varied managers and individuals.
for managers who has accepted membership of Freemasonry organization, any controlling and surveillance of operation should be done in line with the organization's goals and objectives, and favorable goals are Freemasonry goals to him, therefore, in such circumstances, issues such as development, progress, homeland etc. will be overwhelmed all by the above objectives while in the organizational structure of university, he knows the goal of creation of university as achieving development and independence; it must be said that the goal is realized when the director do not have hidden objectives and he should even fight against such organizations rather than becoming the head of University with membership in the organization!
Another thing that must be considered is the styles of Educational and Cultural Management. Knowing management types has the advantage that style of management in the educational and cultural environment, which is a fluid medium, will be characterized, and then by comparing it with the dominant style over the educational facilities in Iran in the Forties, dark points will become clear and its cause will be known.
Today there are four leadership styles in management science:
1. Authoritarian style 2. Supportive style 3. Pleasure style

Participatory style.

The use of any of these styles depends on features and structure of the organization; and as planning of educational and cultural institutions in the Forties was done based on centralized and bureaucratic structure, style of managing such institutions was an autocratic style, and Freemasonries issued all their orders as circular, so middle and lower managers were forced to run these commands.
The objectives and functions of any organization are different from other organizations and institutions, and with regard to the objectives and functions the kind of leadership in organizations is different from other organizations and institutions. The set that is working in the Ministry of Higher Education is different from a set which is working in the Ministry of Mines or the Ministry of Labor in terms of expertise, attitudes etc. So their management style must be different.
In the midst of the Industrial Revolution, autocratic leadership style raised in the management, which means management system from the top ruled without any submission, but after the economic crisis of the West in 1929 and syndicalist movement, thinking of human relationships in management came into place of imperative thinking.
The result of the two leadership styles led to the theories that are known as X and Y in management theory. In the theory people are divided into two categories of X and Y. Lazy and irresponsible people are in X category and Y groups are responsible and dynamic. According to this theory X person should be controlled and autocratic style is the best style for him. Before the Islamic Revolution management styles were autocratic which means that they thought all subordinates are irresponsible and their actions must be monitored. It is obvious that governing of such style means suppression of talents.
In perspective of management science the best leadership style in educational and cultural environments is collaborative style, because generally participation improves motivation, and employees feel that they have more acceptance. Of course, individual participation in an organization or institution is significant and meaningful when the person and the organization have specified objectives and goals. When a person sees that the organization has not considered a position for him, and he does not have the ability to play the necessary roles or when it sees that he has stopped or others are ahead of him, they would certainly have no desire to contribute with him.
If we analyze the person's participation in an organization in the three phases of input, process and output, we will see that the quality and quantity of participation is different in each of these stages.
* In the input stage which is providing specialized labor, participation is high.
* In process stage which is of how to use the expertise, participation is involved to some extent.
*In the output stage, which is the use of the skills and expertise of the staff there is no participation and everything terminates to the manager.
One of the ways to participate is delegating administration of issues of universities and other educational and cultural institutions in the University Council, which means instead that the government will intervene directly in the government of universities, it will give the task to university staff in framework of the University Council and it will do high supervision, but in this case the University Council should be really faithful and be chosen by university staff, not to be virtual collaboration, and they introduce management system as a participation system just to divert public opinion, and indirectly Freemasonry and Rotarians be self-governing again!
In 1344, the government panel gave a part of his responsibility to the Council's universities, including Tehran University according to the authority that Senate had given to Jafar Sharif-Emami's head, a member of the Lodge of Molavi, and Abdullah Riazi, head of National Assembly and member of the lodge of Aftab. The council, whose members will be introduced in the next chapter, also elected heads of departments, and dear readers recognizing the council members will discover that in any conditions and circumstances Freemasons are present.
What is important in the control is analysis of orientation of decisions for achieving purposes that the work is done on the basis of public policy. The public policy means decision on how to move of political, economic, social, cultural activities, and in summary, the total of decisions and policies that affect in fate of all or a part of society directly and indirectly at the micro and macro levels.
Here it is essential that the management terms and glossary be defined to determine how to achieve the goal.
Administration: "Administration is to implement the decisions in a way that goals and objectives of the decision-makers be provided."
Administrative acts: "Any actions and activities on the track to start or stop an economic, social, cultural and security flow which is apparently implementing rules and regulations are called administrative acts."
From the above definitions it is understood that the educational and cultural management is quite impressed by political decisions, because it is the political power that can stop or start the flow, and in other words, it is a political power which influences other institutions with accessories that it has.
Some management experts suggest separation of politics from educational and cultural affairs, saying that political careers are not stable, and therefore their decisions should not be very influential.
Of course, gleeful experts of management science are unaware of Freemasonry and Rotarians not only in political institutions, but they have also penetrated in security, economic, educational and cultural institutions and they will be dominant over them. We will introduce a number of Freemasonry in the legislature, executive, etc.
In the next season according to SAVAK documents, we will describe how Freemasonries and Baha'is influence in all courses of ministries, but previously it has to be said that many Baha'is have been a member of the Masonic Lodge, and goals of Freemasonry and Baha'i are the same, and we will also describe this case in next season.
The important issue that should be considered is that management science is a branch of the social sciences, and in other words, management theories and models should be used in a social context; therefore, management of Educational and Cultural Affairs finds a specific form in practice according to the philosophy which constitutes its underpin, and in every community it provides a special pattern. Elements of this philosophy are beliefs, opinions, ideologies and worldviews and values. So splitting the social values from management in general and from administration of Educational and Cultural Affairs in particular, is not possible; and trying to design such thing as a free universal management and without value is impossible, unless the culture and beliefs and the behavior and customs of all communities are placed in a certain order.
Given the above, we define management as:
"Management is exerting the necessary measures to achieve the objectives in the context of a particular value system and deployment of work factors with effectiveness and efficiency."
In this definition the effectiveness means the concept of success in reaching goals or doing assigned missions, and efficiency means feedback or amount of done work than spent resources.
In educational and cultural management effectiveness takes precedence over efficiency, since most educational and cultural institutions are affiliated to the government and should have functions that protect the interests of society, and therefore, an educational director cannot dismiss the values of society as a pure executive. So it is necessary to respect the values of the society.
According to many experts in management, any administrative decisions, irrespective of the position of decision-maker, is formed from combination of two elements of "values" and "facts", but the role of value is more sensitive and more decisive because they know effectiveness cultural and educational management prior to sufficiency. Perhaps that is why education and culture administrators should be appointed under certain conditions.
Success in application of methods and techniques of educational and cultural management involves creation of a solid bridge between the methods and culture and way of life in every society and every social system, whether the social system is related to a nation whether it forms an institution or business organization, because that part of management science, which studies human behavior and status and is considered a major and complex part of management, in contrary to exact sciences like physics and chemistry does not have a universal and general order.
In general conclusion that can be driven from this chapter is:
First, the use of management practices must be based on the culture of the society, and it is just as examining the biological characteristics of renal patient who wants to implant a healthy kidney from someone who has a healthy kidney that if there is no full bio- cognitive between the two men the risk of this implant is very high, and it is possible not only not to achieve the desired result, but it will cause the patient's death.
Secondly, because one of the main objectives of Freemasonry is the creation of global government, a government that America and other Western countries are at the center of it, and the rest of the countries are placed around it, so by domination of Freemasonry managers over educational and cultural institutions, any planning should be in a way that make the main objective to come into practice, and if such thing does not occur, an important principle of Freemasonry has been violated which is considered as betrayal by the lodge.