The Impact of Human Resources Mind Management ...

Asian Research Consortium International Journal of Research in Organizational Behavior and Human Resource Management, Vol. 1, No. 4, 2013, pp. 179-194.

International Journal of Research in Organizational Behavior and Human Resource Management

ISSN 2320-8724

www.aijsh.org

The Impact of Human Resources Mind Management on Organizational Development through the Mediator Variable of Organizational Culture Mohammad Mousavi Assistant Professor of Public Management, Payam Noor University, Tehran, Iran.

Mostafa Azghandi Department of Management (University Lecturer), Payam Noor University, Iran.

Esmail Khodai Matin* Young Researchers and Elite Club, Neyshabur Branch, Islamic Azad University, Neyshabur, Iran.

Received September 22th, 2013; revised October 6th, 2013; accepted October 25th, 2013

Abstract The aim of the present article is to survey the impact of mind management of human resources on organizational development via the mediator variable of organizational culture. Hence, staff of the Organization of Education (in Mashhad City), 141 people, was selected as statistical population and with the help of "Krejcie and Morgan’s Table", 100 samples were chosen through "Proportionate Stratified Sampling". The research is an applied one; and its method is "Descriptive and Correlational". Research findings indicated that mind management of human resources as an independent variable affects the organizational culture and organizational development as dependent variables; furthermore, there is a significant relationship between organizational culture and organizational development. Also, the most important findings of the research demonstrated that the indirect effect of mind management on organizational development, via the variable of organizational culture, is more than its direct effect in which the organizational culture acts as a mediator variable.

Keywords: Mind management, Organizational Development, Organizational Culture.

* Corresponding author. E-mail address: [email protected]

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Mousavi et al. (2013). International Journal of Research in Organizational Behavior and Human Resource Management, Vol. 1, No. 4, pp. 179-194.

1. Introduction Mind management is an emerging managerial concept, and is based on assumptions which are compatible with elevated human values. This science, which is discussed in the area of "positive psychology", searches for the roots of any individual efficiency and effectiveness in man’s development, and recognizes his will power as the original source and basic factor of any change. In fact, when a human being, via knowing mind management, becomes able to train his conscious and sub-conscious mind, he can have control on his actions, emotions, behaviors, and body; he also has the will and courage to rely on his own abilities, knowledge, and experience to encounter different challenges in life and therefore can choose the best available option; he is then known as a conscious and improved person. This kind of personality is shaped in an improved organization and he can help to develop the organization in return. Considering the significance of learning mind management and the emphasis of scientists and especially psychologists, and regarding the effect of this knowledge on mental health and prevention of wasting cost and energy, it can be useful for correct and optimum goal-setting. One necessity that impelled researchers to choose this topic is due to their own understanding in detecting loss, inefficiency and lack of mind management in organizational environment. This loss acts as a hindrance to the individual and organizational improvement and effectiveness, and ultimately client satisfaction. Additionally, referring to the theoretical concepts of management, and understanding the relationship between two issues of organizational culture and organizational development, researchers were persuaded to add a new branch known as mind management to this chain, and therefore create a relationship between two sciences of psychology and management in a new perspective. About the statement of the problem, it is worth mentioning that from the very dawn of mankind and through ages, two topics have always been discussed among philosophers. The first is the creation of the universe which has been up for dispute through many centuries, and as a result, numerous improvements have been achieved in mankind’s life. The second one, which is of more importance, is about the human mind which is mind management, an area that has not received much attention. One of the main causes of humankind’s current problems _in spite of vast technological advances_ is the lack of awareness about mind’s miracles and the way to manage it. Mind-management is made up of two words, mind and management. The combination of mind and management spells awareness and success (Luske, 2008). With respect to psychological area, if we consider mind management as the infrastructure of all kinds of management; therefore, today’s man with knowing mind language is able to reach all his wishes such as welfare, health, good social life and ultimately success. Additionally, since the individual style of each manager is based on his personality and nature, mind management can play a significant role in any managerial functions, such as planning, organizing, staffing, leading, controlling and motivating. Thus, the first duty of a manager is to realize how much he has used mind management in his daily activities. So, when a manager can be known as successful that he commences management from himself and with the aid of mind management which has always been one of the secrets of success for prominent managers (Helat, 2007). But, the problem is that most people, due to unawareness of mind management, do not find their goals, and instead of focusing on

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their wants, beliefs, and positive thoughts, think about negative things and pessimistic ideas (Byrne, 2007). It is widely acknowledged that thoughts in mind cost something and consequently negative attitudes take man time, energy, health, money and happiness (Eker, 2009). However, if a person can program his mind in a correct manner, and he knows what he actually wants, it is certain that he can achieve his goals, because in this way, mind and especially subconscious mind is directed and oriented in a path that he has planned, and as a result, all his practices and behaviors spontaneously lead him to gain his wishes and goals. For example, it sometimes happens that you drive home after a long day at work, and when you reach there, you never remember that how you actually drove. That means that you were confident of your way, and you got right messages from your subconscious mind. In this example, you figure out that your mind may have daydreamt, but you were unconsciously alert and focused on your way to reach your destination (Luske, 2008). However, positive thoughts are beyond the thoughts that you have in your mind. It is a route to approach and enter life as well as an idealistic world. This means that instead of cherishing negative points, we should concentrate on positive things, and instead of degrading and humiliating ourselves, we should value our own self, and also have high opinion of others. So, positive thinking means that you seek for the best in life and believe that you can gain them all (Byrne, 2007). Needless to say, the true success of a manager is gained by the combination of his personal life together with his work life, and it is not limited only to material life, because the disorderly mental and psychological moods can ruin a person’s achievements in other fields, namely work environment. The reason is that all parts of one’s life are interwoven, and the universe has been created on the basis of a systematic and interconnected pattern. Therefore, personal life and mental state of a manager cannot be separated from his status at his workplace, and in fact his programmed mind is the agent for creating the required infrastructure of his success at his work environment. This is a necessity for getting introduced to mind management. Considering the above-mentioned introduction, and the need for becoming familiar with positive thinking, as well as the effect it has on elevating the qualitative characteristics of the staff, along with considering the improvement of organizational culture, creating individual efficiency, and organizational effectiveness-goals of organizational development-and ultimately the success of the organization, this survey is to prove the relationship between mind management of human resources and organizational development via the mediator variable of organizational culture.

2. Literature Review 2.1. Mind Management Mind management is a kind of control on mind. Control in this context means that the person is aware that weather his mental activities help him to elevate or not. Actually, in structure of mind, a kind of mental mechanism exists that if applied correctly can flourish and improve itself; otherwise, this very mind will have adverse consequences -Anti Mind-and misleads the person into loss in life, and exposes him to mental and physical afflictions. It acts like a piece of meat that under sunshine rots and

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decomposes and loses all its goodness (Mirnoushi, 2010). Thus, mind management is the most needed factor for success via understanding yourself and enjoying life. Scientists believe that the reason for failure and loss in life is the lack of mental discipline and order, while people who benefit from this knowledge can have specific goals and vision, and direct their endeavors in order to achieve their goals (Sepehr, 2007). Hence, learning about mind management is essential because it creates focus and attention which is needed for doing things. It can also set your goals and results from a shorter and faster way )Salehian, 2012). One of the characteristics of geniuses is that they are able to keep or release a thought in their mind consciously. Such people maintain and cherish those thoughts and ideas which are helpful for them in fulfilling their projects, wants, and desires. On the other hand, they discard helpless thoughts that hinder them to reach their goals (Schultz, 1978). This ability is the pinnacle of mind management and is related to the correct control on thoughts. Regarding the facts explained above, mind management is the technique of approaching the structure and function of conscious and subconscious mind, and optimum use of their remarkable abilities in order to reach definite and pre-set goals. In other words, this knowledge demonstrates the immense and extraordinary power of mind in adapting itself with facts of the real world with the help of its recorded positive inner patterns. Consequently, categories such as concept and interpretation of occurrences, assigning them as good or bad, right or wrong, useful or useless, and an ultimate choice is the duty of an managed mind, because such a mind is responsible for achieving the set goals; and no event can impact us, without mind’ final approval (Moadeli, 2010). 2.2. Organizational Culture Concept of organizational culture was coined by "William G. Ouchi and Robert H. Waterman" in the 1980s for the first time, and could create a new thought by combining two words of culture and organization (Moorhead & Griffin, 2001). According to this theory, as the concept of personality can be attributed to people, this concept can now be assigned to organizations too (Schein, 2010). Actually, organizational culture functions as the personality of each organization, that is, organizations, like people, can be conservative, creative, timid, etc. (Zarei, 1999); therefore, culture is the infrastructure of organizational behavior which is a system of common concepts preserved by the staff of an organization, and separates it from other organizations (Robbins, 2005)."Edgar Schein" clarifies the nature and power of culture in his definition of organizational culture: A pattern of shared basic assumptions that the group learned as it solved its problems that has worked well enough to be considered valid and is passed on to new members as the correct way to perceive, think, and feel in relation to those problems; …(‫‏‬Schein, 2010). As a result, organizational culture is a set of shared values, beliefs and norms which form the behavior and expectations of organization’s staff, and determines staff’s type of behavior (Stoner & Freeman, 1989). It should be mentioned that the theory of organizational culture used in this research is based on the "Schein’s Organizational Culture Model". Schein's model was originated in the 1980s. He identifies

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three distinct levels in his model 1.Artifacts; 2.Espoused Beliefs and Values; 3.Underlying Assumptions. The three levels refer to the degree to which the different cultural phenomena are visible to the observer. Artifacts include any tangible, overt or verbally identifiable elements in an organization. Artifacts are the visible elements in a culture and they can be recognized by people not part of the culture. Espoused values are the organization's stated values and rules of behavior. It is how the members represent the organization both to themselves and to others. This is often expressed in official philosophies and public statements of identity. Shared basic assumptions are the deeply embedded, taken-for-granted behaviors which are usually unconscious, but constitute the essence of culture. (Schein, 2010). In fact, with respect to the positive effects of learning mind management by organization’s staff, the present research tries to re-define the second and third levels of Schein’s cultural model so that, with the aid of new infrastructure formed in this way and by the staff who are aware of mind management knowledge, it can improve organizational culture and ultimately organizational development. 2.3. Organizational Development The movement of organizational development came into existence in the second half of twentieth century. This movement that has been flourished vastly during the present decade is based on the assumptions which its core is the transformation of attitudes and behaviors of human resources. "R. Schmuck and M. Miles 1971" define organizational development as comprehensive and planned effort which applies behavioral sciences for improving organizational processes (Hosseini, 2000). "Warner Burke, 1994" defines organizational development as the process of implementing a fundamental change in organizational culture (Burke, 1994). According to different definitions made by scientists about organizational development, we can define such development as "man’s development", and consider these two phenomena as cohesive and coherent. The aim of the organizational development is to help the organization’s staff so that they can do their assignments and duties more productively, and as a result they can contribute to develop their organization (Toosi, 2000). Organizational development helps leaders to consider change as an opportunity and something that is inevitable. It is good to mention that in literature of organization, development is highlighted as self-renewal or organizational learning; it refers to teaching knowledge and skills needed for continuous self-improvement (Wendell & Cecil, 1999). As a result, this research intends to create continuous self-improvement and organizational effectiveness. These can be achieved by educating the human resources and with the help of tools and sciences such as mind management-As human capital. Among these, we cannot ignore the role of organizational culture. At the end, it is worth mentioning the theory of two scientists named "Robert Tannenbaum and Sheldon A. Davis" (1969). This theory is about a kind of important change on the attitudes about organizational development, and application of positive psychology. This theory has a close relationship with the framework of the present research which is as follows: 1. Away from a view of people as essentially bad toward a view of people as basically good. 2. Away from avoidance of negative evaluation of individuals toward confirming them as human beings. 3. Away from walling off the expression of feelings toward making possible both appropriate expression and effective use. 4. Away from distrusting people toward trusting them.

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5. Away from a view of process work as being unproductive effort toward seeing it as essential to effective task accomplishment. 6. Away from avoidance of risk-taking toward willingness to risk. 7. Away from resisting and fearing individual differences toward accepting and utilizing them. 8. Away from utilizing an individual primarily with reference to his or her job description toward viewing an individual as a whole person (Wendell & Cecil, 1999).

3. Hypotheses H1: Mind management of human resources has a positive effect on organizational culture. H2: Mind management of human resources has a positive effect on organizational development. H3: Organizational culture has a positive effect on organizational development. H4: The indirect effect of mind management on organizational development, via organizational culture, is more than its direct effect (Main hypothesis).

4. Research Methodology The present research is an applied one and analysis method of the hypothesis is descriptive and inferential. Statistical population is the staff of the Organization of Education of Mashhad City, around 141 people. 70 people are at the technical department and 71 people are at the administrative department. Considering the characteristics of the statistical population, proportionate stratified sampling was selected in which each section of the organization _Technical and Administrative_ was considered as one stratum and each employee as one sample. Furthermore, specifying the required sample size was done with the help of Krejcie and Morgan’s table, and its formula was devised by selecting 100 people. Descriptive data of the research were gathered by rating questions via a designed questionnaire and with considering two concepts of management and psychology. The questionnaire consists of 50 questions in three sections in which each question was encoded in "5-point Likert Scale" as follows: Disagree Strongly: 1; Disagree: 2; Neutral: 3; Agree: 4; Agree Strongly: 5 Also, questions related to each entry of the questionnaire are as follows: [Mind Management: Questions 1-20; Organizational Culture: Questions 21-35; Organizational Development: Questions 36-50]. Internal validity of this questionnaire was obtained through the opinions and approval of experts and scholars. Moreover, gathering pilot sample and adapting questions with the mission and culture of the statistical population Localization confirmed the validity of the questionnaire too. For questionnaire’s reliability, Cronbach’s α statistic was used, and because the coefficients of alpha were acceptable _above 0.7, the reliability of the research’s tool was also verified. The amounts of coefficients of Cronbach’s alpha are as follows:

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Mind Management: 0.7074; Organizational Culture: 0.9279; Organizational Development: 0.9217 Furthermore, for specifying the type of test used in hypothesis testing, researchers became ensured about the normality of the variables by "Kolmogorov–Smirnov Test (KS-test)", and because the level of statistical significance of variables was more than 0.05 in most cases, therefore, all examined variables were normal. So, regarding the obtained results, in other steps of the research, "Parametric Tests" were used to prove the hypothesis.

5. Research Findings 5.1. Descriptive Statistics The subjects consisted of 72% men and 28% women. The age average of them was 33.47 with standard deviation of 7.88. The youngest was 23 years old and the oldest was 55 years old. The levels of education were as follows: 14% high school diploma or below, 57% associate diploma and bachelor’s degree, and 29% master’s degree and PhD holders. Moreover, average job experience of them was 8.05 with standard deviation of 7.66 in which the minimum was 1 year and the maximum 27 years. 5.2. Inferential Statistics Hypothesis 1 The first hypothesis is stated in this way that the mind management of human resources has a positive effect on organizational culture. The results of the test of this hypothesis, including the Pearson correlation coefficient and examination of the regression relationship between variables, have been summarized in the following tables: Table 1. ANOVAa

a.

Dependent Variable: (Constant): Organizational Culture Predictors: (Constant): Mind Management

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Table 2. Coefficients a Unstandardized Coefficients

Model (Constant) Mind Management

a.

B

Std. Error

1.169

.771

.666

.243

Standardized Coefficients

t

Sig.

Beta

.366

1.517

.133

3.735

.001

Dependent Variable: Organizational Culture

Findings from the above tables are as follows: 

 

Correlation coefficient between two studied variables is 0.366 and the probability related to the level of significance is 0.001; therefore, there is a significant relationship between the two variables. Also, the modified correlation coefficient [R2] is 0.131, that is, 13.1% of the changes related to the organizational culture were specified by the variable of mind management. The amount of Durbin-Watson statistic was around 1.837; therefore, the residuals were independent and the regression model was significant. The amount of F-statistic observed in variance analysis table is 7.48, and its level of statistical significance is 0.001. This means that the mind management of the staff has a positive effect on organizational culture, and amount of this effect is 36.6%.

Hypothesis 2 The second hypothesis is stated in this way that the mind management of human resources has a positive effect on organizational development. The results of the test of this hypothesis, including the Pearson correlation coefficient and examination of the regression relationship between variables, have been summarized in the following tables: Table 3. ANOVAa Model

df

Regression

Sum of Squares 3.069

1

Mean Square 3.069

Residual

50.247

98

.513

Total

53.316

99

Predictors: (Constant): Mind Management a.

Dependent Variable: (Constant): Organizational Development

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F

Sig.

R

R2

5.986

.016

.24

.058


Table 4. Coefficients a

Model

(Constant) Mind Management a.

Unstandardized Coefficients B 1.391 .592


Std. Error .766 .242

t

Sig.

Beta 1.815 2.447

.240

.073 .016

Dependent Variable: Organizational Development


 

Correlation coefficient between two studied variables is 0.24 and the probability related to the level of significance is 0.016; therefore, there is a significant relationship between the two variables. Also, the modified correlation coefficient is 0.058, that is, 5.8% of the changes related to the organizational development were specified by the variable of mind management. The amount of Durbin-Watson statistic was around 2.047; therefore, the residuals were independent and the regression model was significant. The amount of F-statistic observed in variance analysis table is 5.986, and its level of statistical significance is 0.016. This means that the mind management of the staff has a positive effect on organizational development, and amount of this effect is 24%.

Hypothesis 3 The third hypothesis is stated in this way that the organizational culture has a positive effect on organizational development. The results of the test of this hypothesis, including the Pearson Correlation Coefficient and examination of the regression relationship between variables, have been summarized in the following tables: Table 5. ANOVAa

Model Regression Residual Total

Sum of Squares

df

Mean Square

F

Sig.

R

R2

39.459

1

39.459

279.076

.000

.86

.74

13.856

98

.141

53.316

99

Predictors: (Constant): Organizational Culture a.

Dependent Variable: (Constant): Organizational Development

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Table 6. Coefficients a

Model

(Constant) Mind Management a.

Unstandardized Coefficients B .482 .849


Std. Error .170 .051

t

Sig.

2.830 16.706

.006 .000

Beta .860

Dependent Variable: Organizational Development


 

Correlation coefficient between two studied variables is 0.86 and the probability related to the level of significance is 0.000; therefore, there is a significant relationship between the two variables. Also, the modified correlation coefficient is 0.74, that is, 74% of the changes related to the organizational development were specified by the variable of organizational culture. The amount of Durbin-Watson statistic was around 2.212; therefore, the residuals were independent and the regression model was significant. The amount of F-statistic observed in variance analysis table is 279.076, and its level of statistical significance is 0.000. This means that the organizational culture has an effect on organizational development, and amount of this effect is 86%.

Hypothesis 4 The indirect effect of mind management on organizational development, via organizational culture, is more than its direct effect. Figure 1. Path Analysis (Structural Equation Modeling)

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In Figure 1, which has been formed by LISREL, chi-square statistic [χ²] is 0.01, df is 3, and an acceptable ratio for [χ²/df] value, was achieved _i.e. less than 3.0. Moreover, P-Value is 0.99, and RMSEA statistic is 0.000 which is less than 0.08; therefore, the research hypothesis is confirmed. Considering the abovementioned information and according to figure 3, the direct effect of mind management on organizational development is 24%, while the effect of mind management via organizational culture on organizational development has increased to 31.4. This increase is due to the variable of organizational culture: [0.366×0.86=0.314] Therefore, regarding the data collected in the fourth hypothesis of the research, the main role of the organizational culture _mediator variable_ becomes obvious, and the model of the research is also confirmed. Figure 2. Analysis of the Percentage of the Effect of Research Variables on Each Other

6. Research Questions Q1: Is there a relationship between staff’s age and their readiness to accept development? Q2: Is there a relationship between staff’s job experience and their readiness to accept development? Q3: Is there a relationship between staff’s education and their readiness to accept development? Table 7. Pearson Correlation Coefficients (Q.1- Q.2)

*. Correlation is significant at the 0.05 level (2-tailed); **. Correlation is significant at the 0.01 level

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Table 8. Spearman's Rank Correlation Coefficient (Q.3)

Pearson Correlation Sig. (2-tailored) N Spearman's rho Pearson Correlation Education Sig. (2-tailored) N *.Correlation is significant at the 0.05 level (2-tailed). Readiness to accept development

Readiness to accept development 1.000 . 100 -.212* .035 100

Education .212*.035 100 1.000 . 100

Findings obtained from the research questions showed that the more staff’s age grows, the readier they are to accept development (Q.1), also, an increase in staff’s job experience was proportional with the increase to accept development by them (Q.2), and finally, there is a reciprocal relationship between staff’s level of education and their readiness to accept development (Q.3). But the results obtained from these questions were at odds with researchers' opinion, because it was expected that readiness for development was higher among younger employees rather than older personnel (opposite to the result of Q.1); on the other hand, with an increase in people’s education, normally, it is anticipated that their readiness to change increases too_ the result which was against the answer of Q.3. In the managerial analyses of researchers, common features were found among the three questions: those employees with higher job experience (Q.2) are those with older age (Q.1), and lower level of education (Q.3). Therefore, in the first step, the relationship among the three mentioned groups that were accountable for more readiness to accept development was specified. The research reached this point that these three groups (in fact one group), included a group of committed and experienced staff of the organization who were employed long time ago, while the organization has recently hired people who are younger and have higher level of education (Master’s Degree and PhD) Now, the question which is brought up is that why those older, more experienced staff had more motivation to develop? in comparison with newcomers with younger age, less job experience, and even higher level of education. Eventually, the carried out researches led researchers to this conclusion that such findings were due to three reasons as follows: 1. Older, more experienced staff had more level of socializing, and commitment and they also identified themselves with the organization. 2. Younger staff had more resistance to acceptance of development due to instability of their position and disinterest to the development, success and future of the organization.

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3. People with higher level of education put up more resistance against acceptance of mind management (in the educational seminars) due to their false self-confidence about their knowledge. To sum up, it is worth mentioning that employees always believe that organizations and employers should appreciate their loyalty. This means that they expect to have job security, enjoy good privileges, and are given acceptable salaries and bonuses. But in recent years, organizations encountering the phenomenon of global competition have been forced to abandon their previous policies. They have to reduce the level of job security, rewards and bonuses. Consequently, these changes have made staff and workers less loyal to organizations. Hence, and based on the results of the research questions, we witness that organizations and employers are less committed to them, and in return, employees show their reactions.

7. Discussion Findings from the first hypothesis showed that mind management of human resources had an effect on organizational culture; and regarding the verification of existence of the Pearson correlation and linear regression, the significant relationship between the two variables were confirmed. Considering the relationship between the two variables, it is good to mention that through educating organization’s staff via holding seminars on mind management and its related rules, as well as distribution of pamphlets, brochures, and educational movies, ultimately an increase in people’s awareness of mind management was observed. Thus, regarding the fact that man’s behavior is basically dependent on cultural beliefs, and also organizational culture is the underlying principle of organizational behavior (Feizi, 1993), it is argued that having staff who are aware of mind management can lead to a development and enrichment of organizational culture via creating new infrastructure in Schein’s organizational culture model in two levels of underlying assumptions and espoused beliefs/values, with consideration of elements of mind management. The Point which is implied in Schein’s definition from culture: “It solves the organization’s problems, and offers staff the correct way to perceive, think, and feel about those problems”. In fact, organizational culture functions as an agent which via offering a proper standard in relation with things that the staff should say or do, connects organization’s parts to each other, and acts as a control agent which finally can form the attitudes and behavior of the staff (Robbins, 2005). The suggestion that can be offered to the organization is to enhance and expand organization’s managers’ and staff’s knowledge of mind management through holding educational seminars of mind management and handing out related educational materials in the organization. In a broader outlook, it can also be suggested that mind management could be added as a course to university syllabus, or it can even be taught to children at lower levels, namely elementary schools. Findings from the second hypothesis indicated that mind management of human resources had an effect on organizational development; and regarding the verification of existence of the Pearson correlation and linear regression analysis, the significant relationship between the two variables were confirmed. Findings obtained from this hypothesis were in accordance with the results collected from the studies conducted by Schmuck and Miles in whom they elaborated the function of organizational development in applying behavioral sciences for transforming beliefs, attitudes, values and structures. Therefore, with respect to this fact that leadership of an organization can never succeed in reaching organizational goals without gaining benefit from related sciences of management and psychology, and with regard to the fact that

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mind management, with psychological infrastructure, can be the very behavioral knowledge that is needed for organizational development in order to change beliefs and behaviors, it can be concluded from research findings that one of the most crucial ways of fulfilling goals of organizational development, that are continuous self-improvement and organizational effectiveness, is to have a kind of staff who are all well aware of mind management_ an ability considered a competitive advantage for the organization. Thus, scientists’ definitions from behavioral sciences turn into a reality. In such a way, organizational development becomes one with human development; and these two phenomena are considered coherent and inseparable, because an improved person is developed within an improved organization, and he helps the organization to develop in return. Accordingly, organizational development is to develop and elevate organizations through developing human resources who are the most valuable assets. This means the recognition of human values in the organizational processes ( Toosi, 2000). A suggestion that can be offered to the organization is creating a new definition for competency profile (Values part) in the process of employing staff. It is recommended that those employees should be hired who are adequately aware of behavioral knowledge and could help to develop the organization. Findings from the third hypothesis illustrated that organizational culture had an effect on organizational development; and regarding the verification of existence of the Pearson correlation and linear regression analysis, the significant relationship between the two variables were confirmed. In fact, since organizational culture affects the behavior of the staff, it is possible to figure out the chief reasons for organization’s success and failures through studying culture ( Schein, 2010); and with this understanding as well as finding its relation with other variables, e.g. organizational development; it is also possible to lead the organizations to productivity. So, in order to achieve organizational development, it is necessary to recognize the existing cultural paradigms in accordance with values and beliefs that are inherent parts of the organizational behavior and with true understanding of favorable culture, eventually the proper and essential cultural paradigm for organizational development will be formed ( Moradi, 2004), As for this hypothesis, researchers referred to Warner Burke’s theory. He believed that to implement a fundamental change, the organization’s culture should be changed as well. In other words, change in culture is a sign of organizational development (Burke, 1994). Based on the result of the hypothesis and regarding the fact that there is a close relationship between these two concepts (β=0.86), an improved organizational culture is able to create and accelerate organizational development process. Findings obtained from the fourth hypothesis showed that the indirect effect of mind management via organizational culture on organizational development is more than its direct effect. Therefore, this hypothesis which is the main hypothesis of the research is verified, because it depicts the main role of organizational culture as a mediator variable which is the main idea of the present study to investigate. As for managerial analysis, it should be mentioned that in this hypothesis, culture for one variable acts as a dependent variable, and for another is seen as an independent variable, because it has an effect on the relationship of these two variables, and can vastly strengthen their relationship. In metaphorical language, the mediator variable of organizational culture is like a wheel (Figure.1) that relates mind management of the staff to organizational development, and for the organization it is like a passage that directs it to organizational development _on the condition that the organization has a kind of staff who is aware of mind management. Therefore, the vital role of paying attention to human resources and developing

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organizational culture in flourishing and developing organizations become obvious. This can lead to producing fundamental changes and ultimately individual efficiency, organizational effectiveness, and satisfaction of the clients_ positive achievements that direct the organization to maximum productivity.

8. Conclusion The bottom line is that management theorists, by recognizing man as a key factor and powerful tool in organizational changes, in improving culture and in creating organizational development, consider human resources as the most essential element for survival of organizations. As a result, growth and development of organizations relies on proper utilization of this asset. Therefore, it is necessary for managers to apply a novel approach to directing, leading and developing organizations. A concept which has somehow stated in Tannenbaum & Davis’s theory, and mentions to a kind of important re-directing of values of organizational development and application of positive psychology in organizational environments. So, it is possible to use mind management of human resources as well as improved organizational culture to implement such changes. It is worth mentioning that in current business world, without using shared knowledge of related sciences such as management and psychology, directing of organizations could not result in attainment of organizational goals and fulfillment to a favorable vision. We hope compiling such contents with a new vision in topic of Human Resources Management could result in a novel approach to leading, directing, and development of organizations.

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