Journal of Research in Educational Systems

Abstract Given that one of the most important roles in schools is that of the school counselor, and the training of counselors at Farhangian University is of critical importance, the aim of this research was to identify the challenges and issues in the field of counseling and guidance based on the lived experiences of professors and teacher-students in this field. This research was conducted using a qualitative and phenomenological approach, employing semi-structured interviews. The sampling method was purposive, and after interviewing 10 counseling teacher-students and 10 professors, data saturation was achieved. The data were coded using Strauss and Corbin's method. The findings included 152 open codes, 10 axial codes, and 4 selective codes, which were extracted as the main challenges of the counseling field in the educational system and at Farhangian University. The results indicated that the key challenges in the field of guidance and counseling at Farhangian University and within the educational system are individual challenges, academic challenges, organizational challenges, and cultural and local challenges. Individual challenges refer to personal issues that counseling teacher-students face. Academic challenges pertain to the theoretical and practical courses for teacher-students. Organizational challenges are related to undefined or ambiguous structures within this field. Finally, cultural and local challenges involve the attitudes of school staff and parents towards counseling services.

Abstract Higher education in every country pursues different aims. One aim of its educational, research-based
system is knowledge-production, along with training of human force for economic, social, cultural
sectors etc. Curriculum is one factor in improvement of the educational quality of educational systems.
The purpose of this study is to identify merits and strategies of the development of Farhangian
University faculty members regarding curriculum (among the 9 elements of curriculum only three are
related to teaching method, content and evaluation). This investigation is a qualitative study and its
population includes all Farhangian University instructors. Sampling was done according to the sampling
methods of qualitative studies using criterion-based and network sampling. Analysis of data from
interviews was performed in a number of steps based on theme analysis. To ensure the validity of the
results a peer-review survey was considered. The findings indicate that the merits of the faculty
members regarding the three curriculum elements could be classified into 21 categories. In addition, 5
strategies could be used for the development of faculty members.

Abstract This research was conducted with the aim of explaining the native revision of the curriculum of Teacher Education University based on the life experiences of professors based on the experiences of professors in 1397. In this research, a qualitative phenomenological method has been used. The criterion for estimating sample size (n = 9) was the theoretical saturation principle. The statistical population consisted of all professors of Education University among whom 9 professors who had experience of group leadership or participation in revision projects were selected through purposive sampling of exceptional or boundary type. Data collection was done using semi-structured interview and analyzed by subject coding method. From the findings of this research, after removing the common codes, 379 conceptual codes were extracted which illustrates the experiences of professors in identifying the stages of the development of the native version of the curriculum revision of the Teacher Education University. In the context of indigenous curriculum revision preparations, the three main components of curriculum induction publishing, internal publishing and external publishing, and seven sub-components were categorized. findings suggest that the study, taking into account local and local contexts, explained the publication of a native curriculum review based on internal and external factors of publication and the expression of opportunities and requirements.

Abstract The purpose of this study was to determine the dimensions, implementation strategies, and consequences of implementing quality management at Farhangian University across the country in 1989. The method was based on the data theory approach. In this study, the statistical population consisted of experts and professors in the field of inclusive quality management at the University of Culture, who were selected through purposeful sampling method. Data were collected through semi-structured interviews. Validity and reliability of data were obtained by using participant review method and expert review. Content and face validity were confirmed by expert opinion. Content analysis method was used to analyze the interviews. Research findings suggest that the most important dimensions and components of inclusive quality management include customer satisfaction and accountability, the learning organization, and the future. Also, decentralization of education, culture of systematic thinking, effective educational planning and curriculum planning as the most important strategies as well as the professional development of cultures, new approaches to managing and becoming more mission-minded, enhancing the effectiveness of teaching and learning, and making the University of Culture flexible. The establishment of inclusive quality management is at Farhangian University. The results of 12 main dimensions and 365 subscales showed that customer satisfaction, decentralization and enhancing the effectiveness of teaching-learning process were the most important requirements.

Abstract The purpose of this study was to develop and design a model of organizational excellence in Northeast Iran University of Culture in 1398 which was conducted using a mixed (quantitative, qualitative) and exploratory approach. The study population consisted of two groups. Qualitative department, scientific community experts, Quantity of all invited faculty members, managers and deputies of Farhangian University based on Statistics Management Planning Organization of Khorasan Razavi, North and South provinces 732 persons. 302 people Nor were selected based on Morgan table to complete the questionnaire. To gather data in a quantitative section, a researcher-made questionnaire of organizational excellence was used, consisting of two main dimensions and two sub-dimensions of five empowerment criteria (leadership, policy and strategy, human resources, other resources and partnerships, processes) and four outcome measures (customer outcomes). , Staff results, performance results, community outcomes) were extracted from the results of qualitative interviews. To analyze the qualitative data, Grounded Theory method and t-test were used for significance of the relationship between variables. In this study, the value of t-dimensions of organizational excellence is estimated from 0.5 to 0.5 which is calculated more than the assumed t value (0.5). Therefore, considering the significance and positive of this coefficient, it can be stated that all the above dimensions have a positive and direct effect on it. The highest value for t is related to the principles of management and deployment, and the least to the satisfaction and motivation of employees.

Abstract Global findings believe that the quality of any organization depends on the quality of its leaders and managers, and in fact no country or organization can rise beyond its leaders and managers. In this way, having organizations and a developed country need to have developed, empowered, professional and effective leaders and managers. This research was carried out with the aim of "studying the components of effective behavior of the administrators of the University of Cultural Sciences in order to provide a model for promoting management at this university." Therefore, in order to achieve a detailed and scientific model, the research method is a kind of developmental blend and is targeted in the field of applied research. In this research, identification of its components by studying the sources and research backgrounds, as well as conducting interviews with leading experts Academic achievements. The data gathering tool included interviews and two researcher-made questionnaires, one for assessing the agreement and confirmation of the main components and sub-components of the research by the experts, and a second questionnaire to validate the model provided by the administrators of the University of Cultural Studies as well as the study of the degree of compliance of the components with the requirements Farhangian University, as well as the priority of each of the main components and sub-components of the research has been used. To analyze the data, the questionnaire was used by SPSS and AMUS software. Based on the opinion of the academic leadership, the analysis of the content of the identified components (the ten main components and 133 sub-components) and the results of the statistical tests, the ten factors of effective behavior of the managers of the University of Farhangian, respectively, inspiration, transformation, strategic thinking, service motivation, support Cultural-pedagogical thinking, human relations, professional ethics, empowerment, executive capacity are prioritized.

Abstract This research aims to develop strategic leadership components by referring to the views and definitions provided by experts and examining their compatibility with the characteristics required by senior managers of the University of Farhangian. In order to achieve the above objectives, the mixed research method has been used. Qualitative stage is used to extract and compile the components using qualitative content analysis method and in the quantitative stage, a survey method has been used. Findings of the research show that, from an individual's point of view, strategic leadership has features such as managerial wisdom, learning, flexibility, absorption capacity, adjustment capacity, and creative stress. Organizationally, the strategic leader, with the characteristics of the linkage of activities with the organization's strategy, is identical to the future, global management, productivity and continuous improvement, motivation and persuasion, change management, continuous monitoring, close relationship between the leader and the follower.  In an environmental field, a strategic leader should consider his own plans by observing the organization's surroundings, strategic thinking, explaining the right path, foresight, prediction, competitive advantage, customer orientation, and market development. Also, the results of the research showed that apart from the competitive advantage, all other features of strategic leadership were essential for senior managers of the University of Cultural Exchanges.