Volume 13, Issue 2 (2023)
ORMR 2023, 13(2): 215-235 |
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Vaezi R, Maki P, Pourezzat A A, Hoseinpour D. Historical Institutionalism Analysis of Restructuring the Ministry of Education. ORMR 2023; 13 (2) :215-235
URL: http://ormr.modares.ac.ir/article-28-65342-en.html
URL: http://ormr.modares.ac.ir/article-28-65342-en.html
1- Professor, Department of Public Administration, Faculty of Management and accounting, Allameh Tabataba'i University, Tehran, Iran.
2- Ph.D. Candidate, Department of Public Administration, Allameh Tabataba'i University, Tehran, Iran. ,parisa.maky@atu.ac.ir
3- Professor, Department of Public Administration,Faculty of Management,Tehran University, Tehran, Iran.
4- Associate Professor, Department of Public Administration,Faculty of Management and accounting, Allameh Tabataba'i University, Tehran, Iran.
2- Ph.D. Candidate, Department of Public Administration, Allameh Tabataba'i University, Tehran, Iran. ,
3- Professor, Department of Public Administration,Faculty of Management,Tehran University, Tehran, Iran.
4- Associate Professor, Department of Public Administration,Faculty of Management and accounting, Allameh Tabataba'i University, Tehran, Iran.
Abstract: (1205 Views)
Structural changes in the government usually occur in different governments in a piecemeal manner, with a partial approach and without a macro view. The structural reforms of the government require understanding the general process of these changes from a macro perspective and in a long-term period.The purpose of this research is to examine the structural changes of the Ministry of Education since the Islamic Revolution and the historical institutional analysis of these changes.
The necessity of the desired structural reforms in the government is to know the historical-institutional context of the formation and change of structures. The strategy of this research is interpretive; Therefore, in order to deeply understand or know an organization, it is necessary to know and understand its roots and historical contexts.
we found that the multiplicity of decision-making authorities regarding the structure of the Ministry of Education causes disorganization and incoherence in the policy. This ministry's policies have become so that they often conflict with each other and neutralize each other's previous decisions. Even though the legal competence of the Supreme Council of Cultural Revolution is ambiguous in terms of its legal position to change the structure of the government, but still this authority is relatively safe and uncriticized in the margin of indiscriminate expansion and sometimes parallelism in the structure of the Ministry of Education and Education continues and it is necessary to carry out institutional reforms in the Ministry of Education regarding the recognition of a single and legal path to create structural changes.
The necessity of the desired structural reforms in the government is to know the historical-institutional context of the formation and change of structures. The strategy of this research is interpretive; Therefore, in order to deeply understand or know an organization, it is necessary to know and understand its roots and historical contexts.
we found that the multiplicity of decision-making authorities regarding the structure of the Ministry of Education causes disorganization and incoherence in the policy. This ministry's policies have become so that they often conflict with each other and neutralize each other's previous decisions. Even though the legal competence of the Supreme Council of Cultural Revolution is ambiguous in terms of its legal position to change the structure of the government, but still this authority is relatively safe and uncriticized in the margin of indiscriminate expansion and sometimes parallelism in the structure of the Ministry of Education and Education continues and it is necessary to carry out institutional reforms in the Ministry of Education regarding the recognition of a single and legal path to create structural changes.
Article Type: Analytic Review |
Subject:
Strategy and Management
Received: 2022/11/9 | Accepted: 2023/04/5 | Published: 2023/09/26
Received: 2022/11/9 | Accepted: 2023/04/5 | Published: 2023/09/26
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