Active management process, facilitate the optimal positioning of the organization in its competitive environment. Such positioning is possible, because active process allow more accurate anticipation of environmental changes and improved preparedness for reacting to unexpected internal or competitive demands. Therefore, active management is defined as the set of decisions and actions resulting in formulation and implementation of strategies designed to achieve the objectives of an organization. More over, it involves the super ordinate goal, strategy, structure, system, style, skill and staff (7S). By active managing, managers mean their large-scale, future-oriented plans for interacting with the competitive environment to optimize achievement of organization objectives as framework for managerial decisions that reflects an organization’s awareness of how to compete, against whom, when, where, and what for. Furthermore, organizational change is the process by which companies alter their strategy and structure to improve performance. In order to performance increase of industrial companies because of competition conditions in nowadays world with more various threats, perform of necessary actions is required. Therefore, the proposed model including creates structure, balancer, execution and supporter with the name of Strategic Structure, examined and tested in six industrial companies such as samples. This article uses data collected from studies in six industrial organizations in North West of Iran. The final results of performance quantity in compliance with determined criteria’s of evaluation at the time of before and after perform of suggested model for each company. Further, this research is reached to these results that if the total average values of each worker be very high, the create structure will be suitable for him, and if such values be very low, the execution place will be proposed. In other wise, if the total average values of person be medium, he or she will put in balancer or supporting place at structure. In accordance with performance value increase at other companies that we could perform of model more than about 70 percent, we have received results that after this range, the positive change about performance value will be possible.

Research indicates that power of a controlling organization is inversely proportional to the controlling organization’s dependence on the resource. This conceptual study argues that the relationship is more complex and must take into account the situation where both power and dependence are high for the controlling organization. Using the viewpoint of the United States (US) government and the military-industrial complex, two possible explanations are proposed. First, separate from dependence, structural power associated with the industry hierarchy plays a key role in determining overall organizational power. Second, the monopolist structure of the industry positively modifies the relationship between power and dependence thereby reducing the negative impacts of dependence on power. Following proposition arguments, organization power and control of industry competition are examined, along with future research directions.

This paper helps to answer the question, "How do you measure a nonprofit organization’s success?" We look at the three key stakeholders that benefit from nonprofit performance measurements and what measurements principles benefit each group. Then, we examine three ideas of nonprofit evaluation systems that have been proposed by researchers. We examine how well each of the three systems fulfills the needs of each of the three entities. Finally, we build on the ideas of these researchers to recommend a unified measurement system that will allow NPO’s to show how well they help to reduce poverty and increase self-reliance.

Research in psychology concludes that overconfidence reflects self deception. Such behavior may not only reveal in the daily life but also in the capital market. Empirical research shows that overconfident investors tend to overvalue the price of the securities so that they unconsciously buy the securities at a higher price or sell the securities at a lower price than their fundamental values leading to transaction losses. According to this experimental research design, all investors are classified into three groups based on their levels of overconfidence, namely the rational, the less, and the more informed investors. The result shows that when a feedback in the form of a guidance of securities prediction is given, the less informed investors tend to assess the precision of their knowledge and information excessively so that they increase price error, but the more informed investors tend to reduce it.

This paper seeks to shed some light on the importance of Japanese-style management and Total Quality Management (TQM) in higher education institutions. This paper begins by describing management concepts and relates these concepts to Japanese-style management and TQM in universities. Then review on the Japanese-style management and TQM, management in higher education institutions with the implementation of ISO 9000 is discussed. This paper also examines the role of management system in universities in shaping their mission and vision, and concludes with suggestions that can facilitate awareness from staff in the organisation that would promote their cooperation for successful implementation of ISO 9000.