Communication Channels in the Government
of Amīr al-Mu'minīn Imam ʻAli

Mohammad Mahdi  Naderi Qomi / The associate professor, IKI     Naderi@qabs.net
 Mohammad Rostami Aval / MA Student of Management, IKI     m_rostamiaval@yahoo.com
Received: 2014/01/07 - Accepted: 2014/05/22
Abstract
One of the main issues in organizational relations is the “Communication Channel” which, in fact, shows the path of relations in the organizational structure. As a great organization, the Alavi government has its own organizational structure and hierarchy, and it, accordingly, has organizational relations. The concept of” path of organizational relations” includes a group of interpersonal relations in the structure of an organization, a type of relation which is characteristic of Alavi government. In this paper, it is attempted to compare the style of relations followed by Amīr al-Mu'minīn, Imam Ali (a) with the leading theories about relationship management, in its wide sense so that the similarities and differences of the two may be identified. The present paper is a library- based research, in which the author uses an analytic-historic approach referring to reliable and authentic Islamic sources. Given that some kinds of the communication in Alavi government are of more important, there are some differences between the style of communication followed by Imam Ali and the issues discussed in the organizational communication today. The communication in Alavi government can be considered as as a kind of dynamic communication network because the speed of information transfer in this style is very high.
Key words: government, Alavi, communication, vertical, horizontal, slanting

eadership and Management Styles according
to the Fiqhi Rule of La Ḍirar

(No Harm)

Asadullah Ganjali / Assistant professor of department of business management, Imam Sadiq University  
    manteghi@qabas.net
 Vahid Farahmand / MA student of Islamic knowledge and industrial management, Imam Sadiq University    
    manteghi@qabas.net
Karim Ebrahimi / MA student of Islamic knowledge and industrial management, Imam Sadiq University    
Received: 2013/12/22- Accepted: 2014/05/14     manteghi@qabas.net
Abstract
Management has been among the most complicated and challengeable discussions in the third millennium many researchers have contributed to this issue and explored its dimensions. The manager and his management style is one of the major aspects of management. Regarding the internal and external environment of the organization, every manager has one or more management styles. Iranian managers are no exception to this rule. But for various reasons including cultural considerations, the methods of western origin should be studied to find whether or not they agree with the ideological and cultural issues of the relevant organization. One of the effective means of evaluating the compatibility of management methods with the ideological discussions is a Fiqhi rule termed La ḍirar (no harm). Despite the high accuracy of the fundamentals of this rule and its overall effects in terms of application and degree of efficacy, it seems to have received not attention. This research is concerned with this rule and it uses an analytical descriptive method to examine the degree of the compatibility of current management styles with the fiqhi rule of la ḍirar.
Key words: manager, la ḍirar (No Harm), style, leader, culture, belief.

Moral Intelligence and Its Functions
in Organization according to Islam

Muhsen Manteqi / Assistant professor, IKI     manteghi@qabas.net
seyyed Amir Javadi Husseini / MA student of Management, IKI     manteghi@qabas.net
Received: 2014/07/9 - Accepted: 2014/05/7
Abstract
The ability to influence individuals has always been discussed as an important issue in the literature of organization and management. The more a managers have influence over individuals, the more capable of having them work harder and the more rewarding the work. "Moral intelligence" is the third type of power next to "managerial or organizational power" (which originates from the individual's status in organization) and "personal power" (which originates from one's personal character). Moral intelligence means the ability to see, according to moral standards, which right and which is wrong. This paper, which studies the view of Islam about the functions of moral intelligence in organization and uses a descriptive method (in terms of nature and method) and a library-based method (in terms of modus operandi and a kind of executive activity), concludes that: first, moral intelligence can contribute to improving the standard of achievement of the organization through the regulation of relations by means of focusing on and strengthening standards of morality. Second, the important functions of moral intelligence in an organization constitute trustworthiness, accountability, display of affection, toleration, good conduct, patience, justice, negligence.
Key words: intelligence, morality, function, organization, work

Review of Imam Khomeini's Rule-oriented Style of Leadership

Mujtaba Durudi / Assistant Professor, IKI     sharifi616@yahoo.com
Received: 2014/12/31 - Accepted: 2014/05/12
Abstract
Managers who adopt the rule-oriented method can lead the organization through abiding by rules and regulations and exercising "the rule" in place of favouring relatives and by giving priority to social interests, not to personal, group and sectarian interests. By avoiding showing tolerance towards divine principles and values and refraining from curtailment of their duties, managers can encourage the stuff to do good, and thus preparing the ground for their righteousness. Therefore by establishing meritocracy and developing the methods and structure, managers will be satisfied with the work, and due to achieving their goal, they will preserve their self-esteem, as well. This paper seeks through a descriptive and analytic method to explain the behavioral characteristics in the light of Imam Khomeini's normative method of leadership as a sample for managers of Islamic system. Among the findings of this research are: "alawfulness", explaining duties and authorities, decisiveness and meritocracy.
Key words: leadership, characteristic, behavior, indicator, style, nepotism, tendency towards observing law.

Communications Planning and its Role in Islamic Propagation

Mohammad Taqi Nouroozi / Assistant professor, IKI    
Fazlollah Sharifi / MA student of IKI     sharifi616@yahoo.com
Received: 2014/03/01 - Accepted: 2014/07/26
Abstract
The Holy Prophet (pbh), the Infallible Imams and Muslim thinkers have embarked on the Islamic propagation as a means of developing scientific, emotional and behavioral features of Islam.
 In addition to certain disciplines such as the exegesis of the Qur'an, jurisprudence (fiqh), Osul, etc., Muslim missionary, who manages how to diffuse Islamic propagation, needs to be aware of the communications planning. Most organizations and individuals seek strategies to work more effectively.
"Communications planning" is one of the factors that has remarkable impact on the efficiency of Islamic propagation.
Having collected all the available literature on the subject in question and searched in Islamic books, the present paper tries to cast light on the role of communications planning in the Islamic propagation drawing upon a descriptive-analytical method.
A Muslim missionary can determine his purpose and the way to achieve it and remove barriers to accomplish it through communications planning.
Key words: propagation, planning, communications, barriers, Islam
Abstracts

The Features of Good Governance and Competence Governance from the Viewpoint of Imam Ali

(a.s)

Ali Hussein Tash / PhD in management, Imam Hussein University    

Ghader Ali Vasegh / Islamic management PhD, IKI     vasegh125@gmail.com
Received: 2014/03/19 - Accepted: 2014/07/24
Abstract
Today, the paradigm of "good governance", which is a common and prevalent way for running the affairs of society on a world scale, is distinct from government or state. This paper, first investigates “good governance” and its features through a “descriptive-analytic approach”, and then analyses “competence governance” and its features from the viewpoint of Imam Ali (a.s). Finally it compares between Imam Ali's view and that of international institutions and western thinkers regarding some of the features of good government.
Key words: governance, good, competence, feature, Ali