@Research Paper
<#LINE#>A study of packaged fruit juices: preference and availability<#LINE#>Jyotsna @Munshi,Harshit @Sharma <#LINE#>1-6<#LINE#>1.ISCA-RJMS-2020-020.pdf<#LINE#>IESs Management College and Research Centre, Bandra, Mumbai, Maharashtra, India@IESs Management College and Research Centre, Bandra, Mumbai, Maharashtra, India<#LINE#>27/8/2020<#LINE#>30/11/2020<#LINE#>India is a country of varied climates and temperatures. Summer is the most prolonged season right from sweltering hot from April to June to sultry and humid from July to September. Apart from drinking water, fruit juices provide a great respite for quenching thirst. The study was done to understand the preference and availability of packaged juices during the summer season. The study was done by reaching out to distributors, retailers and consumers.  Results of the study gave insights about the buying behaviour of consumers, retailers as well as distributors. Study concluded that mango flavoured drink is the most preferred flavour for consumption and Frooti is the market leader in the category of packaged fruit juices. The results of the study will be useful for the companies during the launch of a new fruit juice in the market. This will help companies in understanding if the product has the potential to stay in a competitive fruit juice market.<#LINE#>Gold Stein (2020).@GoldStein Market Intelligence.@Retrieved June 6, 2020, from GoldStein Research: https://www.goldsteinresearch.com/report/india-fruit-juice-industry-market-analysis@No$Wire B. (2014).@Research and Markets: Market Research Report on Packaged Fruit Juices & Drinks in India 2014-2017.@Retrieved March 25, 2020, from https://www.businesswire.com/news/home/20140716005461/en/Research-Markets-Market-Research-Report-Packaged-Fruit@No$Reddy D.Y. (2007).@A Study on Attitudes Towards Packaged Fruit Drinks Using Exploratory Factor Analysis.@@Yes$Kortbech-Olesen R. (1995).@Dynamic markets for fruit juices in Asia.@@No$Newswire P. (2019).@Global Health Beverage Market - Analysis By type of Beverage (Bottled Water, Juices, Probiotics, Energy Drinks, Ready to Drink Tea and Coffee, Others), By Sub-Types, By Sales Channel, By Region, By Country.@(2018 Edition): Forecast to 2022 .@No$Singh R. (1989).@Marketing and Consumer Behaviour. Deep & Deep Publication, New Delhi, 13.@@No$Sugy (1989).@Kotler, P., Marketing Management.@Prentice Hall of India, New Delhi, 13.@No$Murugesan P. (1990-91).@A study on consumer behaviour towards soft drinks in Madurai City.@Commerce. Madurai: Madurai Kamaraj University.@Yes$Shanmugas S. and James R. (1990).@A study on the distribution pattern of soft drinks in Chennai City.@Madurai: Madurai Kamraj University.@No$Prithi (1999).@A study on the distribution pattern of soft drinks in Chennai city.@Department of Management Studies, The American College, Affiliated to Madurai Kamaraj University, Kamaraj, 25.@No$Report S.C.S. (2020).@Non-Alcoholic Drinks Report 2020 - Juices.@Retrieved August 4, 2020, from Statista Consumer Market Outlook - Segment Report: https://www.statista.com/study/48822/non-alcoholic-drinks-report-juices/@No
@Review Paper
<#LINE#>Economic impact of COVID-19 in the Nepalese Tourism Sector<#LINE#>Vashista K. @Thapa,Diwakar Thapa @Magar,Nirajan @Basnet,Khem N @Poudyal <#LINE#>7-16<#LINE#>2.ISCA-RJMS-2020-022.pdf<#LINE#>School of Management, Tribhuvan University, Kirtipur, Nepal@School of Management, Tribhuvan University, Kirtipur, Nepal@Central Department of Management, Tribhuvan University, Kirtipur, Nepal@Department of Applied Sciences Pulchowk Campus, Tribhuvan University, Nepal<#LINE#>6/11/2020<#LINE#>30/12/2020<#LINE#>Covid-19 has affected our overall Nepalese economy, however, especially in the tourism industry calamitous situation can be observed. With the 2020 campaign, the year 2020 was expected with high revenue generation through tourism, which due to the Covid-19 pandemic ruined. Time and again pandemics have struck the world, but the current Covid-19 situation is different in changed perspective, socio-economic situation. In Nepal, the current tourism economic situation and its future economic impact by Covid-19 have been studied minimally. Here, based on secondary data, the descriptive-analytical methodology is undertaken to identify the result by comparing between last and current fiscal years economic indicators. Mainly, impact on tourism-related revenue, job prospect within, while also considering effects on other major economic sub-sectors, Covid-19 infected rate, and situation by province is taken as part of this study. The economy cant survive with a good socio-health condition, necessary infrastructure should be built beforehand not only for the health sector but also in economic aspects. Tourism is a highly impacted where related jobs, service sector, foreign currency earning, and overall revenue from this sector has been collapsed. Until and unless the government cannot address health and safety issues for easy tourist arrival, normality and revival of this industry are impossible. By the past pandemic scenarios, we have learned that rebound from every economic crisis is possible.<#LINE#>News (2020).@Ma J. Coronavirus: Chinas first confirmed Covid-19 case traced back to November 17.@https://www.scmp.com/news/china/society/article/3074991/coronavirus-chinas-first-confirmed-covid-19-case-traced-back. 03/10/2020@No$World Health Organisation (2020).@Coronavirus Disease 2019 (COVID-19) Situation Report-94.@https:// www.who.int/docs/default-source/coronaviruse/ situation-reports/20200423-sitrep-94-covid-19.pdf@No$NDTV (2020).@Nepal Reports South Asias First Confirmed Case of Deadly Coronavirus.@https://www. ndtv.com/world-news/nepal-reports-south-asias-first-confirmed-case-of-deadly-coronavirus-2169362. 4/10/2020.@No$Report (2020).@Ministry of Health and Population.@https://covid19.mohp.gov.np/ . 30/10/2020@No$World Tourism Organization (2020).@World Tourism Barometer and Statistical Annex.@18(2). https://www.e-unwto.org/doi/suppl/10.18111/wtobarometereng.2020.18.1.2@No$REANDA International (2020).@Potential Impact of Covid-19 on Nepalese Economy.@http://www.reanda-international.com/News_Photo/pdf/P_i_C_N_E.pdf@No$Elliott L. (2020).@Prepare for the coronavirus global recession.@https://www.theguardian.com/business/2020/ mar/15/prepare-for-the-coronavirus-global-recession 4/10/20208.@No$The World Bank (2020).@Nepal Development Update.@https://www.worldbank.org/en/country/nepal/publication/nepaldevelopmentupdate@No$Report (2020).@Trading Economics. Nepal Food Inflation.@https://tradingeconomics.com/nepal/food-inflation. 04/10/2020@No$Shrestha PM (2020).@Banks to reopen from Sunday with limited staff and reduced hours.@https://kathmandupost .com/money/2020/05/08/banks-to-reopen-from-sunday-with-limited-staff-and-reduced-hours .  04/10/2020@No$Republica (2020).@COVID-19 insurance resumes after Beema Samiti assured of risk pooling mechanism.@https://myrepublica.nagariknetwork.com/news/covid-19-insurance-resumes-after-beema-samiti-assured-of-risk-pooling-mechanism/ .  04/10/2020@No$John J. (2020).@Nepal:Close to 1m people covered for COVID-19.@Asia Insurance Review. https://www. asiainsurancereview.com/News/View-NewsLetter-Article/ id/73485/Type/e Daily/Nepal-Close-to-1m-people-covered-for-COVID-19@No$Sigdel BD (2020).@COVID-19: Impact on Nepalese Economy vs Central Banks Response.@http://www. asianpacificcenter.org/covid-19--impact-on-nepalese-economy.html . 04/10/2020@No$Prasain S (2020).@Remittance defies projections of a massive drop.@https://kathmandupost.com/money/2020 /08/24/remittance-defies-projections-of-a-massive-drop.  04/10/2020@No$Republica (2020).@Nepal sees 23 percent rise in remittance inflow despite COVID-19 pandemic.@https://myrepublica. nagariknetwork.com/news/nepal-sees-23-percent-rise-in-remittance-inflow-despite-covid-19-pandemic/@No$Mandal CK (2020).@Government partially reopens foreign employment hit by pandemic for months.@https:// kathmandupost.com/national/2020/08/31/government-partially-reopens-foreign-employment-hit-by-pandemic-for-months . 05/10/2020@No$Adhikari P. (2020).@COVID-19 in Nepals power sector.@https://thehimalayantimes.com/opinion/covid-19-in-nepals-power-sector/ . 05/10/2020@No$Republica (2020).@20% discount on electricity bill in offing.@https://myrepublica.nagariknetwork.com/news/20-discount-on-electricity-bill-in-offing/ .. 05/10/2020@No$NRB (2020).@A Survey Report on Covid-19 and Its Impact in Economy.@https://www.nrb.org.np/ red@No$Bajracharya Puskar, Manandhar Mohan Das and Bajracharya Rojan (2020).@Covid-19 and Its Impact in Nepali Economy.@ODC Policy Hub, Nepal, pp 1-127. ISBN: 978-9937-0-7562-6@No$Khatri P. (2020).@Govt expenditure on COVID-19 reaches Rs. 13.5 bn.@https://risingnepaldaily.com/main-news/govt-expenditure-on-covid-19-reaches-rs-135-bn. 12/10/2020@No$Sah R., Sigdel S., Ozaki A. and Kotera Y. (2020). Impact of COVID-19 on Tourism in Nepal. Journal of Travel Medicine, 27(6), 1-3.  https://doi.org/10.1093/jtm/taaa105@undefined@undefined@No$The Himalayan Times (2020).@Government urged to let small vehicles ply.@https://thehimalayantimes.com/ kathmandu/government-urged-to-let-small-vehicles-ply/ 05/10/2020@No$Pradhan TR (2020).@Domestic flights, long-distance transport to resume next week.@https://kathmandupost. com/national/2020/09/15/domestic-flights-long-distance-transport-to-resume-next-week . 05/10/2020@No$Prasain S. (2020).@Nearly collapsed domestic airlines set to take to the skies again after six months.@https://kathmandupost.com/national/2020/09/21/nearly-collapsed-domestic-airlines-set-to-take-to-the-skies-again-after-six-months . 05/10/2020@No$Nepali Telecom (2020).@Why Telecom Operators Suffered a Huge Revenue loss this year?@https://www.nepalitelecom.com/2020/09/why-telecom-operators-suffered-revenue-loss.html . 05/10/2020@No$Prasain K. (2020).@As pandemic slows down economic activities, construction sector hits a brick wall.@https://kathmandupost.com/national/2020/08/23/as-pandemic-slows-down-economic-activities-construction-sector-hits-a-brick-wall . 05/10/2020@No$Rastriya Samachar Samiti (2020).@Stakeholders find online education ineffective.@https://thehimalayantimes.com/ nepal/stakeholders-find-online-education-ineffective/ 5/10/2020@No$Graaf  L. and Van Der (2020).@The Impact of COVID-19 on Access to Education in Nepal.@https://www.volunteers initiativenepal. org/vin-articles/the-impact-of-covid-19-on-access-to-education-in-nepal/ . 05/10/2020@No$The World Bank (2020).@US$10.85 Million additional grant to support learning and build resilient education sector in Nepal amid COVID-19 crisis.@https://www.worldbank.org/en/news/press-release/2020/09/ 04/us1085-million-additional-grant-to-support-learning-and-build-resilient-education-sector-in-nepal-amid-covid-19-crisis.  05/10/2020@No$The Economic Times (2020).@Coronavirus impact on tourism: International tourism could decline by 60-80% in 2020:UN.@https://economictimes.indiatimes.com/news/international/business/international-tourism-could-decline-by-60-80-in-2020-un/articleshow/75669933.cms?utm_source =contentofinterest&utm_medium=text&utm_campaign=cppst . 05/10/2020@No$Modern Diplomacy (2020).@International Tourist Numbers Down 65% in First Half of 2020.@https://moderndiplomacy.eu/2020/09/16/international-tourist-numbers-down-65-in-first-half-of-2020/. 05/10/2020@No$Sharma G. (2020).@Record tourist numbers as Nepal emerges from civil war.@https://www.reuters.com/article/ uk-nepal-tourism/record-tourist-numbers-as-nepal-emerges-from-civil-war-idUKTRE50A06B20090111 . 05/10/2020@No$Rijal SP (2016). Impact of Earthquake on Tourism Sector in Nepal. Tribhuvan University Journal, 30(2), 183-194. doi:10.3126/tuj.v30i2.25563@undefined@undefined@No$Ministry of Culture, Tourism & Civil Aviation (2020).@Nepal Tourism Statistics 2019.@https://www.tourism. gov.np/files/NOTICE%20MANAGER_FILES/Nepal_%20tourism_statics_2019.pdf@No$Sanghai S, Khadka S and Baral U. (2020).@Nepalese Hotel Industry - An Overview.@http://careratingsnepal.com/wp-content/uploads/2020/05/Nepalese-Hotel-Industry-An-Overview-1.pdf@No$International Labour Organization (2020).@COVID-19 and Employment in the Tourism Sector: Impact and Response in Asia and the Pacific.@https://www.ilo.org/wcmsp5/ groups/public/---asia/---ro-bangkok/documents/briefing note/wcms_742664.pdf@No$Hotel Association Nepal (2020).@Major Infrastructures added to target Visit Nepal year 2020.@https://www. hotelassociationnepal.org.np/pdf/Hotel Data.pdf@No$Nepali Sansar (2020).@Visit Nepal 2020: 200,000 Foreign Visitors in Last 8 Months.@https://www.nepalisansar.com/ tourism/nepali-tourism-amid-pandemic-200000-foreign-visitors-in-last-8-months/ .06/10/2020@No$Nepali Sansar (2020).@COVID-19 Hits Tourism Industry Hard: Nepal Sees NPR 60Bn Loss!.@https://www.nepalisansar.com/tourism/covid-19-hits-tourism-industry-hard-nepal-sees-npr-60bn-loss/ 6/10/2020@No$United Nation Conference on Trade and Development (2020).@Covid-19 and Tourism: Assessing the Economic Consequences.@https://unctad.org/en/pages/Publication Webflyer.aspx?publicationid=2810  .@No$International Labour Organization (2020).@The impact of COVID-19 on the tourism sector.@https://www.ilo.org/ wcmsp5/groups/public/---ed_dialogue/---sector/documents /briefingnote/wcms_741468.pdf@No$Nepali Times (2020).@Nepal tourism may take 5 years to recover.@https://www.nepalitimes.com/latest/nepal-tourism -may-take-5-years-to-recover/   06/10/2020@No$Gautam D. (2020).@The COVID-19 Crisis in Nepal: Coping Crackdown Challenges.@NDRC Nepal, (3), 1-27.@No$Nepal Electricity Authority (2020).@Notice to NEA consumers regardings electricity bills payment.@https://nea.org.np/admin/assets/uploads/supportive_docs/52073931.pdf  . 06/10/2020@No$Shrestha PM (2020).@Deadline to pay taxes extended by a fortnight to June 21.@https://kathmandupost.com/ money/2020/06/03/deadline-to-pay-taxes-extended-by-a-fortnight-to-june-21 . 06/10/2020@No$SAR Associates (2020).@Update on Relief Package Announced by NRB in the backdrop of Covid-19.@http://sar.com.np/publications/details/update-on-relief-package-announced-by-nrb-in-the-backdrop-of-covid-19. 06/10/2020.@No$Paudel S. (2020).@Ministry of Education to Provide Free Internet for Students from Ashoj.@https://www.nepal itelecom.com/free-internet-for-students-online-learning . 06/10/2020.@No$Ministry of Finance (2020).@Policy Based Lending Agreement for Civil Aviation Sector Improvement Program Signed.@https://mof.gov.np/uploads/document/file/press %20release%20-ADB-Civil%20Aviation%20Sector%20 Improvement%20Program_20200709060406.pdf 6/10/2020.@No$The World Bank (2020).@The Government of Nepal and the World Bank sign $29 Million Financing Agreement for Nepals COVID-19 (Coronavirus) Response.@@No$The World Bank (2020).@Government of Nepal and World Bank sign $100 million credit agreement to reform Nepals energy sector and boost recovery from COVID-19 crisis.@@No
<#LINE#>A Review of Communication as a Vital Tool for Effective Management in Organization<#LINE#>Ibrahim @Baba,Musa Adamu @Mahdi <#LINE#>17-21<#LINE#>3.ISCA-RJMS-2020-009.pdf<#LINE#>Department of Public Administration, Mai Idris Alooma Polytechnic Geidam, Yobe State, Nigeria@Department of Public Administration, Mai Idris Alooma Polytechnic Geidam, Yobe State, Nigeria<#LINE#>19/5/2020<#LINE#>8/10/2020<#LINE#>Among the paraphernalia required for effective management of organization, communication is inclusive. This is because understanding is needed in order to facilitates the successful operation of organization. This work examined the meaning of communication from management perspective, communication processes and channels. It also examined the vitality of communication as a tool which enhanced the effective management of organization. The study used secondary method. It found that communication plays an important role in the effective management of organization. It recommended that management of organization should pay much attention to the use of communication in dealing with employees in order to achieve organization`s goals and objectives.<#LINE#>Daft, Richard, Lee (2000).@Management.@Dryden, Harcourt, p 12.@No$Armstrong, Michel (2005).@How to be an Even Manager.@Revised Edition, Kegan Paul, London, p 51.@No$McClelland, David (1976).@The Achieving Society.@Princeton, Van Nostrand, Princeton, New Jersey, pp 61-66.@No$Robbins, Samuel, Patrick and Coulter, Mike (2002),@Management.@Prentice Hall, New Jersey, p 112.@No$Sattler, W. M. (1977).@Taking Ourselves into Communication Crises.@Michigan Business Review, 2(1), 30.@No$Nwachukwu, Celestine, Christian (2007).@Management Theory and Practice.@Revised Edition, Africana First Publisher, Onitsha, Nigeria, pp 51-55.@No$Davis, Kate (1954).@Human Relations and Organizational Behavior.@4th Edition, McGraw Hills, New York, pp 12-18.@No$Nwachukwu, C. C. (1980).@Supervision and Productivity in Nigerian Organizations.@Journal of Management Studies, 2(1), 55.@No$Hunsaker, Paul, Lewis (2001).@Training in Management Skills.@Prentice Hall, New Jersey, pp 14-16.@No$Dale Jnr, A. L. (1972).@Communication Effectiveness: Method and Situation.@Journal of Business Communication, 2(1), 19-25.@Yes$Maier, N. R. (1961).@Superior Subordinate Communication in Management.@A. M. A. Research Studies, 52(1), 9.@No$Senge, Prince, Mike (1990).@The Fifth Discipline; The Art and Practice of Learning in Organization.@Double any, New York, pp 28-34.@No$Thomas, R. and Schindler, A. (1993).@The Structure of Inter-Personal Trust in the Work Place.@Psychological Report, 3(4), 563.@Yes$Back, Daniels and Wisdom, Boyle Leonard (1995).@Organizational Behavior: Creating Quality and Value in Work Place.@TX DAME Publication Inc, Houston, p 118.@Yes$Flippo, Earnest (1970).@Management; A Behavioral Approach.@Allyn and Bacon, Boston, p 19.@No$Rue, Leon. and Byars, Long, Lee (1977).@Management; Theory and Application.@Richard D, Irwin Inc, Illinois, p 57.@Yes
<#LINE#>Designing a comprehensive performance management system to develop human capacity resources in organization<#LINE#>M. Ali @Fetrat,Mohammadullah @Motamed <#LINE#>22-29<#LINE#>4.ISCA-RJMS-2020-017.pdf<#LINE#>Educational Plan and Policy Department, Kabul University, Kabul, Afghanistan@Department of Psychology and Education, Bamyan University, Bamyan, Afghanistan<#LINE#>30/7/2020<#LINE#>30/10/2020<#LINE#>The objective of current study was to design a comprehensive management system to develop the capacity of human resources using quantitative, and review approach from valid scientific sources, databases, and inclusive performance management model in human capacity development in organization. In the first step, a review was carried out on valid views and theories in the field of human resource performance management. In the second step, specifically, the views of senior executives on comprehensive capacity performance management system orientation in organization were identified. By identifying and categorizing categories and themes from the comprehensive information on human resource development performance management several components have achieved in human resource capacity development. It contains five components and a general category in the paradigm model including individual factors (human resource capacity development programs and activities, view of organizational leadership approach to improving human resource development performance). Administrative factors regarding the work and activity of employees in the organization: (Organizational-administrative culture, salary, and privileges), functional aspects in human resource capacity development: (individual dimension, instructional, professional, and organizational). Environment and working conditions of employees in the organization: (managers and authorities in the organization, operational manager, personal characteristic of managers, position and competences of employees in the organization). Strategy on improving human resource development: (software strategy issues on independence of employees action) and hardware strategy: (creating professional center for employees in the organization). Outcomes and consequences (within the organization: (teaching- learning process), and outside the organization: meeting the needs of the community), the process of comprehensive performance management in human resource capacity development and reflects the relationship among different dimensions and components.<#LINE#>Abtahi, Arabi et al. (2009).@Human Resource Management Strategies.@Tehran: Ayanda publication, first edition.@No$Ahmadvand A.M. and Japloghain, Gh. (2011).@Evaluation of intervention strategy based on performance management leadership.@Police Organizational Development Journal, 8(3), 139.@Yes$Akbari, A.R. and Seyedi, S.M. (2008).@Performance Management and its impact on human resource productivity.@Yademan Journal, 53, 58.@No$Andersen, B., Henriksen, B., & Aarseth, W. (2006).@Holistic performance management: an integrated framework.@International Journal of Productivity and Performance Management. 5(I), 61-78.@Yes$Antreas D. Athanassopoulos and Estelle, Shale (1997).@Assessing the Comparative Efficiency of Higher Education in the UK by Means of DEA.@Education Economics, 5(2) 117-134.@Yes$Armstrong Michael (2013).@Performance Management (Individual, Team and Organization).@translators Qolech Lee and Ghulam Zada: Tehran, Safar Publication, first edition.@No$Ataabadi, Rashidid Zada and Zareye (2015).@Capacity management system.@Isfahan, Amokhta publication, first edition.@No$Bourdeaux, C. and Chikoto, G. (2008).@Legislative Influences on Performance Management Reform Public Administration Review.@68(2), 253-269.@No$Ezati, Metra (2013).@Investigating the factors affecting the educational performance of academic groups: Qualitative study.@Quarterly Journal of Research and Planning in Higher Education, 65.@No$Farahmand, N, and Jesarati et al. (2009).@Employee performance management with an emphasis on corporate social factors.@Management perspective Journal, 32, 169-181.@Yes$Gunaratne, K. A., & Du Plessis, A. J. (2007).@Performance Management system: A Powerful Tool to achieve Organisational Goals.@Journal of Global Business & Technology, 3(1), 17-28. http://www.mohe.gov.af/?p=plan.@Yes$Khaja and Salami (2014).@Evaluation of the performance of Islamic Azad University.@Qom Branch, using organizational excellence model, Quarterly Journal of Educational Strategies in Medical Sciences, 6(1).@Yes$Khudavardi, Yadullah (2000).@Higher education and university management.@Qazven, first edition.@No$Kristensen, K., Juhl, H. J. and Eskildsen, J. K. (2003).@Models that matter.@International Journal of Business Performance Management, 5(1), 91-106.@Yes$Kueng Peter (2000).@Process Performance Measurement System.@Total Quality Management, 11(1).@Yes$McCormack, Propper and Smith (2013).@Management and university performance.@Centre for Market and public Organisation University of Bristol, CMPO Working Paper Series No. 13/308.@No$Mehrgan M. R, (2005).@Quantitative Models in Performance assessing of organizations.@First Edition, Published With Faculty of Management, University of Tehran  (in Persian).@No$Niro, Molodi (2014).@Investigating internal evaluation as one of the functions of modern management in universities.@The Second National Conference on Behavioral Sciences of New Management, Golestan Province, Gorgan, 14 September. Revue, 16(2), 164-173.@No$Shahcheraghi, Fredon (2002).@The relationship between performance appraisal and performance management.@Quarterly Journal of Military Management, Second Year No. 4.@No$Shaikhzada, Rajabali (2010).@Conceptual model of performance management in mission-oriented organizations.@Quarterly Journal of Human Resource Management Research, Imam Hussain University, first year, No. 2.@No$Tabassi, and Abu Baka (2009).@Training, motivation, and performance: The case of human resource management in construction projects in Mashhad, Iran.@International Journal of Project Management, 27, 471-480.@Yes$Torkzadeh, J and Jafari, S, (2012).@Possibility Assessment of Performance management at Shiraz University from Viewpoints of Managers.@Quarterly Journal of New Approaches in Educational Administration, 3, 63-68.@Yes$Wright, P.M. and Haggerty, J.J. (2005).@Missing variables in theories of strategic.@Journal of management, 6, 67-69.@Yes$Dozi Sarkhabi and Mohammad Yamani (2004).@Academic Development Planning: Theories and Experiences.@Tehran: Shahid Behshti publication.@No$Hersi, Pal and Blanchard, Konth (2005).@Organizational Behavior Management: Human Resource Application.@Translated by Alaqa Band, Tehran, Amir Kabir publication, 24th edition.@No$Horner, M. (2003).@Leadership theory reviewed. In. Effective educational leadership.@(Ed.). Bennet, N, Crawford, M. and Cartwright, M. London: Paul Chapman Publishing.@No$Hoy and Meskeal (2004).@Educational administrative.@translated by Mohammad Sayeed Abas Zada, Ormia publication, 4th edition.@No$Rownaq and Rafi Zada (2014).@Performance management and evaluation with a scientific approach- applied.@Tehran: first edition .@No$Sayeed Jawadian and Sayeed Reza (2010).@Fundamentals of Human Resource Management.@Tehran: Tehran University press, fifth edition.@No