Management and Educational Perspective

Abstract The aim of this research is to validate and prioritize the organizing themes of the competency model of professional managers in the General Directorate of Education of Kerman Province. The present research is fundamental-applicable in terms of its purpose, and quantitative in terms of its implementation, and it is a survey research in terms of data collection. The statistical population of the present research includes all employees of the General Directorate of Education of Kerman Province, numbering 1048 people, of which 428 people (research model validity check) were selected using the systematic random sampling method and a questionnaire was distributed among them. The collection tool in the present research is a questionnaire. For data analysis, SPSS version 26, SMART PLS version 3, and EXCEL version 2019 software were used, and multi-criteria decision-making techniques (analytic hierarchy process) were utilized to prioritize the organizing theme of the variable model of the competencies of professional managers based on management in the Martyr Hajj Qasem Soleimani School. The results showed that the themes of "self-management and individual competence", "change-seeking in the organization", and "value competencies" had the most explanations in relation to the competencies of professional managers based on management in the Martyr Hajj Qasem Soleimani School in the General Directorate of Education of Kerman Province. Also, the organizing theme of "transformation in the organization" with a relative weight of 0.143 is in first place, the organizing theme of "acquiring jihadi culture" with a relative weight of 0.137 in second place, and the organizing theme of "self-management and individual competence" with a relative weight of 0.115 in third place of the importance of the competency model of professional managers based on management in the school of Martyr Hajj Qassem Soleimani.
Introduction
Managers, as the main decision-makers in dealing with organizational issues and problems, play a decisive and significant role in the success or even failure of their organization. Accordingly, all organizations, especially educational organizations, must use the most qualified people in the most appropriate job positions because this organization plays a decisive and sensitive role in the education and training of the country's future generations (Nosrati et al., 2021). Therefore, the recklessness, inefficiency, and incompetence of professional managers in education can cause irreparable damage to the country and jeopardize education and training, and most importantly, the cultivation of a creative and innovative future (Madani et al., 2022). Today, managers need a set of knowledge, skills, and personal characteristics to face the challenges facing business, and in an era of rapid change, new skills and competencies are needed for changing roles in organizations, and competency models provide a tool for determining what is needed now and in the future (Amirnajad & Mostafavi, 2022). The competencies of professional managers lead to productivity and cost reduction in the organization, and it should be acknowledged that the management and development of competencies are vital tools for increasing competitiveness in organizations, and the goal of the competency-based approach is to: determine the competencies required by superior individuals in key positions throughout the organization, try to eliminate competency gaps through effective selection and training, and ensure that worthy performance is recognized and rewarded (Rostami et al., 2023). Given the need for a standard and indigenous model, given the developments in the cultural, political, social, and industrial environments surrounding the Ministry of Education, in the present study, an attempt is made to design and develop a competency model for professional managers based on management in the school of Martyr Hajj Qasem Soleimani in the Ministry of Education, in order to professionalize managers, with the cooperation of experts in this profession, so that not only the country's experts and stakeholders can develop their knowledge and skills, but also qualified and competent individuals can be selected for important positions in the Ministry of Education (Alimardani & Pourkarimi, 2020). Therefore, this issue and question arises: how is the organizing themes of the competency model for professional managers in the General Directorate of Education of Kerman Province validated and prioritized?
Theoretical Framework
Managerial Competence
Professional managerial competence is a tool that represents a set of skills, knowledge, and personal characteristics along with managerial behaviors that are required for the effective functioning of a role or organization to achieve strategic business goals. Professional managerial competence represents the competencies required to achieve complete success or exemplary performance in a job, role, or organization. It is also an important decision-making tool in human resource management for recruitment, selection, training, and development processes, and performance management (Abbas Pour et al., 2020).
Saleh et al. (2025) studied the dimensions and components of the competence of managers in government organizations based on the iceberg model. The results showed that after integrating 30 different components, they were identified as the competence components of managers in government organizations and classified into 5 main dimensions of the iceberg model of competence, namely knowledge (with 4 components), skills (11 components), self-concept (3 components), personality traits (9 components) and motivations (3 components). Using an appropriate competency model and framework for selecting, developing and evaluating managers in government organizations paves the way for development at the organizational and national levels. Samadi et al. (2024) studied the presentation of a model of managerial competencies for women in industry (case study: Sabah Food Company). Based on the results of the qualitative analysis, six main categories of factors including contextual factors, causal conditions, pivotal phenomena, intervening factors, strategies, and consequences were identified as the main components of women's competency development. In this study, the establishment of women's management culture was reported as the most important background condition for women's competency development. Based on the results obtained, it was determined that the "glass ceiling" phenomenon was the most important intervening factor in the development of women's managers' competencies, women's empowerment was the most important strategy for developing women's managerial competency, and gender equality and women's career advancement were reported as the most important outcomes of developing women's competency, which is of great importance in terms of organizational management.
Research Methodology
The present study is fundamental-applicable in terms of purpose, quantitative in terms of implementation, exploratory in terms of data collection, and a survey study. The statistical population of the present study includes all employees of the General Directorate of Education of Kerman Province, numbering 1048 people, of which 428 people (validation of the research model) were selected using the systematic random sampling method and a questionnaire was distributed among them. The collection tool in the present study is a questionnaire.
Research findings
SPSS version 26, SMART PLS version 3 and EXCEL version 2019 software was used to analyze the data, and multi-criteria decision-making techniques (analytical hierarchy process) was used to prioritize the organizing theme of the variable of the competency model of professional managers based on management in the Shahid Hajj Qasem Soleimani School. The results showed that the themes of "self-management and individual competence", "change-seeking in the organization" and "value-based competences" had the most explanations in relation to the competences of professional managers based on management in the school of Martyr Hajj Qasem Soleimani in the General Directorate of Education of Kerman Province. Also, the organizing theme of "change-seeking in the organization" with a relative weight of 0.143 ranked first, the organizing theme of "acquiring a jihadi culture" with a relative weight of 0.137 ranked second, and the organizing theme of "self-management and individual competence" with a relative weight of 0.115 ranked third in the importance of the competency model of professional managers based on management in the school of Martyr Hajj Qasem Soleimani.
Conclusion
The present study was conducted with the aim of validating and prioritizing the organizing themes of the competency model of professional managers in the General Directorate of Education of Kerman Province. The results of this study are consistent with the results of Saleh et al. (2025), Samadi et al. (2024), Rasouli et al. (2024), Deci (2023), Rezaei Yazdeli et al. (2023), Rostami et al. (2023), and Sargazi & Hoshyar (2022). Rasouli et al (2024) showed that the professional competency model of managers includes the enablers of skill competency, management competency, and professional ethics and behavior competencies, manager development, social characteristics of managers, establishment of working groups to improve performance and green competency, attitudinal competencies, knowledge competencies, educational competencies, competencies for commercialization of knowledge-skills and technology, high-performance spirit, reforming the consumption pattern, participating in development, and moving towards national authority, which lead to the realization of the results of high-performance spirit, reforming the consumption pattern, participating in development, moving towards national authority, managing diversity and abundance, and strengthening the relationship between humans and nature.
It is recommended that the managers of the General Directorate of Education of Kerman Province, in order to develop the competencies of professional managers based on the management of the Commander of Hearts, Hajj Qasem Soleimani, should include unity-building, creating a consultative atmosphere, bargaining power to resolve conflicts, avoiding negative competition, observing ethics in interacting with subordinates, serving the people, avoiding luxuries, generosity and kindness, honesty and truthfulness, decisiveness and courage, contentment and simplicity, keeping promises and conforming to speech, and the influence of speech and spirit-raising on their agenda.

Acknowledgments
The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript.
Conflicts of Interest
The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work.
Data Availability Statement
The data supporting the findings of this study are available from the corresponding author upon reasonable request.
AI Use Statement
The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript.
Funding
The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript.
Ethics Approval
All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract Abstract The purpose of this research is to provide a model of digital human resources management with a data-based approach. The current research is applicable-developmental in terms of purpose, descriptive in terms of information gathering, and qualitative in terms of the nature of the data. The statistical population of the research includes specialists and experts familiar with digital human resource management topics. Sampling in this research was snowball type. Based on the subject of the desired data; through preliminary studies, semi-structured interviews, collection, and sampling continued until reaching theoretical saturation. The obtained information was analyzed with MAXQDA2020 software. The results showed that the digital human resources management model with the data-based approach includes causal factors (technological, environmental, human, and organizational), background factors (digital platform, management platform, and individual platform), intervening factors (cultural factors and creation of platforms new), strategies (organizational and managerial), and consequences (individual, cultural, and organizational), which is necessary, according to the mentioned model, while paying attention to the multiplicity, to provide the ground for the implementation of the desired situation. Extended abstract Introduction Globalization and the rapid growth of information and communication technology have faced a fundamental change in the process of human resources management; and the role and function of human resources has been marginalized with the colorful presence of information and communication technology, and it is even feared that one day human resource management will be without role-playing. Man should be realized in all fields and organizational dimensions. Planning, organizing, directing and controlling intelligent and digitized human capital and virtual space accelerates and facilitates its processes (Momeni Mehmoui, 2024). The process of digital transformation is one of the new tricks in the field of human resources management, which has recently gained double importance with the spread of the corona virus in our country and among some government organizations and businesses in the field of digital and technology. Due to the fact that the corona situation has brought an unprecedented crisis to the world undergoing digital transformation, millions of people have started to work remotely to prevent the spread of the disease and maintain the continuity of business, and the development of virtual human resources and alternative work strategies helped organizations to adapt to the current challenges and to prepare for future disruptions. Therefore, one should seek to analyze the role of human resources development in the crisis and transition to a new period, so that in case of disruption and change, one can always help one's organizations not only to survive this crisis, but also in a new period of work transformed by technology, progress, and increase their performance (Bennett et al, 2021). Despite the fact that the importance of digital human resources in advancing the goals of the organization has been established, very few studies have been done in this field so far, which indicates the existence of a theoretical and research gap in this subject area. Therefore, it is expected that by presenting a comprehensive model, this research can pave the way for a smooth path during the successful entry and movement of the banking sector and other organizations towards digital transformations. According to what has been said, the gig economy has imposed new requirements in all fields, especially human resource management, on the government sector, among which digitalization can be pointed to, which deserves to be given a suitable transformative response. Therefore, the digital management of human resources can be considered as a requirement for the government sector for a major transformation in the gig economy (Vrontis et al, 2021). For this purpose, this research tries to provide a digital model of human resources management in the banking network of Iran in line with this necessity and specify what features this model should have and how it should be designed and implemented (Malekzadeh & Sadeghi, 2016). In order to achieve this purpose, in the research process using the qualitative method and also having the opinions of experts, an attempt is made to answer the question: how the model of digital human resources management is with the data-based approach and how reliable it is? Theoretical literature Concepts such as "digitalization", "digital transformation" or "digital disruption" are currently discussed among the most prominent researches. In general, such concepts indicate the increasing use of technology and related fundamental changes in many areas of business and society, which is also true (Martins, 2022). Digital human resources management is a way of thinking that continuously provides digital technologies for more productivity of employees and building a better work experience for them (Ghader & Shami Zanjani, 2019). Research background Hosseinpour & HamzeNouripour (2023) in a research titled human resource management without humans, functions of digital transformation, challenges and solutions (a transformational approach to human resource management in the age of information and communication technology), have shown that although modern tools such as analysis big data will overshadow the way human resources are managed, it will not replace the insight of managers. Technology can help fill the gaps in the field of using human resources properly as a competitive advantage in business. Rastgar et al, (2022) in a research with the aim of intelligent human resources management: explaining the requirements and technology-oriented platforms in knowledge-based companies reported that intelligent strategic management has the highest degree of centrality among the variables and after that intelligent leadership has the highest centrality, and regarding the highest degree of output as the most influential variable on the modeling done, we can point to the intelligent strategic management. Research methodology The current research method is data-based analysis. The statistical population of the research includes specialists and experts familiar with digital human resource management topics. The researcher first examined the research topic qualitatively with limited participants and then, based on the qualitative findings, he proceeded to build the desired tool. The technique used in sampling in this research was snowball type. Based on the topic of data and information through preliminary studies, the semi-structured interviews were collected, and sampling continued until reaching the theoretical saturation and sufficiency, and after conducting 15 interviews, the data analysis indicated that no new data was added to the previous data, because high percentage of the data extracted from the last interviews were repetitive; therefore, after conducting 15 interviews and reaching theoretical saturation, the interviews were ended. According to the data-based strategy, a list of concepts and categories was collected and a model related to the topic was compiled in three open, central and selective coding techniques. The full text of the interviews was conducted with MAXQDA software and three experts outside the research were consulted to ensure the transferability of the research findings. Research findings The results showed that the digital human resources management model with the data-based approach includes causal factors (technological, environmental, human and organizational), background factors (digital platform, management platform, and individual platform), intervening factors (cultural factors and creation of platforms new), strategies (organizational and managerial), and consequences (individual, cultural and organizational). Discussion and conclusion The purpose of this research was to present a model of digital human resources management with the data-based approach. The findings of the research showed that the human resource management model includes causal factors (technological, environmental, human and organizational), background factors (digital platform, management platform, individual platform), intervening factors (cultural factors and creation of new platforms), strategies (organizational and management), and consequences (individual, cultural and organizational). These findings are in line with the results of Tijan et al, (2021), (Vallicelli et al, (2018), Vrontis et al, (2021), and Malekzadeh & Sadeghi (2016). Based on the model obtained from the digital human resources management with the data-based approach and its dimensions, the implementation of the digital human resources management depends on the correct understanding of the causal conditions. In the explanation of these results, it can be said that if the causal conditions are not properly identified in an organization and are not paid attention to, all the strategies presented are prescriptive and lose their ability and efficiency over time. In the presented model of the current research; among the causal factors, organizational (clarity of the information structure in the organization) and human (human factors) components have been given more attention in this section. Based on the presented model, background conditions have also been observed along with the causal factors in digital human resources management with the effective data-based approach. Among these factors, components such as the material and spiritual support of the government, the suitability of the society's culture with the individual's culture, and the degree of integration of digital human resources stakeholders have received the attention of the interviewees. In explaining these results, we can mention the impact of the context and environment in which an organization plays a role, which is more important in relation to private sectors. Another dimension in this model is the dimension of consequences based on the opinion of the interviewees in the management of digital human resources with the data-based approach; based on which, cultural consequences (proper training of human resources employees) and organizational consequences (human resources department, in creating and maintaining a positive image of digital systems) has received more attention. In terms of the strategic dimension, the interviewees paid the most attention to organizational strategy (strategic system of communication with clients and individual perspective of human resources management) in digital human resources management with a data-based approach. In this model, this category is of the type of action and solution and does not have the aspect of a process, and from this point of view, paying attention to these factors in the strategy of digital human resources management can be helpful. In terms of the intervening conditions, the interviewees were more focused on creating new (digital) platforms (independence of managers and having new ideas), which can play an effective role in providing a successful model in terms of digital human resources management with the data-based approach. In terms of the central phenomenon, the interviewees focused on the category of digital learning and paid less attention to other assumed components, which are among the factors that should be considered in order not to create a disturbance in the selection of effective solutions for digital human resource management with the data-based approach.

Abstract The present study presented a model of green governance with a sustainable development approach in the health system. The method of this study is applied and analytical in terms of aim, qualitative in terms of process, and grounded theory in terms of data collection and analysis. Twelve experts were first interviewed after examining the theoretical foundations and previous studies. Then, data were analyzed, and categories, related concepts, and semantic codes were extracted to answer the research questions by MAXQDA (2020) software. The interviews continued until theoretical saturation was reached. "Balanced and integrated management," "service provision," and "financial resources" were identified as causal factors. "Legal environment," "political environment," "cultural and social environment," and "technology" were identified as contextual factors. "Government policies" and "change management" were identified as intervening factors. "Green governance affairs," "contractual affairs," and "participatory affairs" were identified as strategies. "Creating alignment between goals, policies, and structure and culture in the health sector," "improving administrative and environmental health," "and dynamism and adapting to changes and developments in the health system" were identified as outcomes. Extended abstract Introduction Significant development caused by the industrial revolution that began in the mid- 1700s led to gradual changes in industries, economic growth, higher standards of living, the availability of world-class products, amenities, etc. However, the environmental aspect was neglected, resulting in much environmental damage (Ferran Vila, Yanez & Miotto, 2022). In recent decades, human beings have well understood the danger of neglecting the environment since all kinds of environmental pollution have endangered the whole earth as a human habitat. Thus, efforts were made to protect the environment and modify development methods. Hence, environmental concerns and sustainable development are among the global community's most significant topics (Seyd Alavi, Mohammad, Ghalavandi, Abbaspour & Mohamadkhni, 2020). Several quantitative and qualitative factors affect sustainable development. However, many thinkers of economics and other sciences argue that governance has a relatively higher rank in affecting sustainable development (Zahiri, Zayanderoody & Jalaie, 2021). Accordingly, green governance as a new and sustainability-based governance model creates new challenges for the traditional human-centered development ideology (Li et al., 2018) and emphasizes the balance between economic growth and sustainable development (Lin, Gui, Xie, & Liu, 2019). Green governance includes the combination of the principles of environmental sustainability and social justice in the decision-making processes of the government and other institutions (Dryzek, 2013). Green governance is also considered a driving force for the restructuring of economic development and the realization of a green technological revolution to realize and achieve sustainable development goals (Xu & Zhu, 2022). Also, health domain and the health system are among the most significant service sectors and indicators of social development and welfare (Seddighi, Nosrati Nejad & Basakha, 2020). Applying the green governance model in the health system can minimize the environmental damage caused by providing services. Despite the role and significance of this strategy, few efforts have been made to apply it, especially in Iran's health system. Thus, the present study fills the existing research gap. It can help the health system use the green governance strategy to achieve its sustainable development goals. Therefore, in this study, the researcher seeks to answer the question of the model of green governance with a sustainable development approach in Iran's health system. Literature review Peyghan, Yaghobi, and Keikha (2022) conducted a study entitled "Measuring and validating the model of good governance with a sustainable development approach (a study in Sistan and Baluchistan)." The results revealed that in the proposed model, the index of comment and final responsibility, quality of laws, corruption control, the rule of law, and transparency are ranked first to fifth, respectively (Peyghan, Yaghobi & Keikha, 2020). Rezaei Lori, Selajeghe, and Maddahiyan (2022) conducted research entitled "Designing a good governance model for the systematic exploitation of Mines with a sustainable development approach (The case study of Golgohar Sirjan Industrial and Mineral Complex). The results revealed that comprehensive responsibility, a causal condition that includes intergenerational, environmental, and social obligations, causes the formation of good governance with future-oriented, health-oriented, and people-oriented characteristics. Along with the developmental space, creating opportunity and development-oriented strategies leads to sustainable social, economic, and environmental development (Rezaei Lori, Salajeghe & Maddahiyan, 2022). Xu and Zhu (2022) investigated the effects of green governance and green financial policies on sustainable development in various regions of China from 2008 to 2018. The results revealed that China's green governance index and green financial policies significantly reduced environmental pollution during the study period (Xu & Zhu, 2022). Shah, Lai, et al. (2021) conducted a study entitled "Development of a green governance framework to improve the performance of an oil and gas company." The results revealed that the proposed green governance framework reduced social costs and environmental risks and effectively improved the performance of the oil and gas industry (Shah, Lai, et al., 2021).   Methods This study is an applied type and analytical in terms of aim, qualitative in terms of process, and grounded theory in data collection and analysis method. A purposeful sampling method was used. Its data were collected using semi-structured interviews. The researcher achieved theoretical saturation after interviewing 12 experts. Also, data analysis and extraction of categories, related concepts, and semantic codes to answer the research questions in this study were done by MAXQDA software. Results This section answers the questions of providing a green governance model with a sustainable development approach in the health system (case study: Kerman University of Medical Sciences). The questions of this study were as follows: What are the causal conditions of providing a green governance model with a sustainable development approach in the health system? What are the contextual conditions for providing a green governance model with a sustainable development approach in the health system? What are the intervening conditions for providing a green governance model with a sustainable development approach in the health system? What are the strategies for presenting the model of green governance with a sustainable development approach in the health system? What is the outcome or implication of providing a green governance model with a sustainable development approach in the health system? The results revealed that the three components of "balanced and integrated management," "service provision," and "financial resources" were identified as causal factors. "Legal environment," "political environment," "cultural and social environment," and "technology" were identified as contextual factors. "Government policies" and "Transformation and change management" were identified as intervening factors. "Green governance affairs," "contractual affairs," and "participatory affairs" were identified as strategies. "Creating alignment between goals, policies, and structure and culture in the health sector," "improving administrative and environmental health," and "dynamism and adapting to changes and developments in the health system" were identified as outcomes. Discussion and Conclusion The present study provided a green governance model with a sustainable development approach in the health system. The results revealed that the causal factors are balanced and integrated management, providing services, and financial resources. The legal environment, political environment, cultural and social environment, and technology were found as the contextual factors. Intervening factors also included government policies and change management. The strategies were also green governance, contractual, and partnership affairs. Finally, creating alignment between goals, policies, structure, and culture in the health sector, promoting administrative and environmental health, dynamism, and adapting to changes and developments in the health system were found as outcomes. Based on the results, it is recommended to consider the development of effective leadership as a priority of the health system's programs and policies. Organizational independence should be promoted in different parts of the health system. Also, practical performance evaluation should be performed annually, and balanced growth and development should occur in economic, social, and environmental dimensions. Moreover, policy-making and decisions should be made based on evidence with the development of feedback mechanisms in the sector. Collective decision-making and orientation among health stakeholders should be done to develop policies and crisis management requirements in the health sector, a fair payment system along with moving toward self-sufficiency should be applied in the health system for development and motivation of human resources in the health sector, development and use of prevention and safety approaches in the health sector should be considered by improving the fficiency and quality of the services provided. Also, financing, accumulation, and capital management in the health sector should be done by using the basics of financing and focusing on the health system's priorities. The management of creating infrastructure and production of financial resources and budgeting strategy in the health system should be done by promoting the rule of law in the health sector. It is also recommended to create a guarantee for tools for implementing policies in the health sector by identifying and defining the roles of government, private, and civil society actors, demands and expectations of people. The use of electronic government, the use of green technologies and methods, the development of privatization, and the use of the power and capacity of the private sector should be considered in this regard. It is also recommended to observe the environmental issues and the development of knowledge resources with the optimal management of financial and environmental resources to promote administrative health and value-oriented and ethical orientation. It is also recommended to pave the way for reaching a consensus among the actors of the health system and formalizing the relations between the beneficiaries of the health system by strengthening social capital and effective communication between the beneficiaries of the health system to improve health promotion and save more energy and optimize waste management, and coordination of land and environment and protect citizens against financial, social, and environmental risks.