Nematollah Mousapour1
Abstract
It goes without saying that the managerial experiences should be transmitted when a manager is replaced by another one. Yet, the transmission of managerial experiences in research and educational institutes is faced with problems and obstacles, recognizing which contributes to the development of policies ...
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It goes without saying that the managerial experiences should be transmitted when a manager is replaced by another one. Yet, the transmission of managerial experiences in research and educational institutes is faced with problems and obstacles, recognizing which contributes to the development of policies and plans in this sphere. These obstacles have been identified using the lived experiences in management at different levels of university system in a period of around two decades, in different conditions of performance. By different conditions, three different states for accepting and transferring management are meant: evident competition (contradiction process), evident friendship (cooperation process) and impartiality (separation process). Accepting and transferring managerial responsibilities under competitive conditions evoke feelings of victory and defeat which can act as an obstacle to transmitting managerial experiences. Under friendly conditions, a feeling of intimacy prevails which is accompanied by the transmission and application of managerial experiences. And under conditions of impartiality, a feeling of caution and conservatism emerges which associates the transmission and application of managerial experiences with other issues. An analysis of facts suggests that obstacles to the transmission of experience under competitive conditions are jealousy on the part of the previous managers and mistrust on the part of the new manager; under friendly conditions the obstacles include proposition from the previous manager and self-reliance on the part of the new manager; and under impartial conditions the main obstacle is lack of mutual understanding. However, the transmission of managerial experience is connected with other variables, to explain which the two variables of the status and the position of the manager are used here. Also, two important phenomena which play their part in all these conditions are “lack of organization of experiences”, rooted in the tradition of oral preservation of experiences, and “maintaining ambiguity”, which is a sign of capacity and competence and generates a kind self-confidence.
