Introduction
Today, organizations are increasingly faced with various issues and problems, and among them, those organizations that make good use of opportunities and turn threats into opportunities to succeed. Changes and developments in recent decades and the increasing competition, dynamism and environmental uncertainty have driven organizations towards flexibility, speed in responding to market needs and innovation in order to remain competitive. The increasing complexity, relevance, and speed of technological advancements pose significant challenges for technology-driven organizations, and the need to focus on their technology management activities to respond and deal with performance issues more effectively is intensifying. Therefore, a structured and understandable technology management process is crucial for a company’s success in terms of ensuring sustainable and efficient resource allocation with the aim of staying competitive. Hence, it is essential and important to be aware of the performance and cause-effect relationships of technology management activities and to keep pace with technological advancements and their impacts on the organization in order to evaluate and design an efficient technology management of a company (Shuha & Kramer, 2015). Mehrabi and Mahmoudi (2023) show that since the main task of cybernetic management is to pay attention to internal organizational issues, there is a positive and significant correlation between the components of cybernetic management and employee effectiveness.
Recent evidence shows that technological education is considered as a new model in the development of education to promote the field of cybernetic management and strategic intelligence of educational managers and can help the organization in the correct implementation of programs (Eslam Panah et al., 2023). Cybernetics sees information as a common cycle for all mechanisms and within its framework, with similar decision-making and control, it acts directly in relation to management activities. (Ibordor, 2010).
Raj (2008) believes that cybernetic management directly affects the health of the organization, because by regulating the lifestyle of human resources, health problems of organizations can be greatly reduced. Conversation and communication in a group or with a friend may help individuals to adopt a healthy organizational lifestyle. Therefore, cybernetics as the study of communication and control can help solve this health problem. So far, numerous researches and studies have been conducted on this subject, and the results of some of these researches are mentioned below: Jamali Roshet and Radmard (2020) by monitoring the role of cybernetic management functions in preventing organizational inertia, emphasizing the mediating role of knowledge sharing among the employees of the East Azerbaijan Province Tax Affairs Organization, showed that knowledge sharing plays a mediating role in the effect of cybernetic management functions on reducing organizational inertia. The results also showed that cybernetic management functions have an effect on reducing organizational inertia and increasing knowledge sharing. On the other hand, the positive effect of knowledge sharing on reducing organizational inertia in the East Azerbaijan Province Tax Affairs Organization was confirmed.
Noushinfard and Pahlavanzadeh (2019) in a study concluded that participatory decision-making has an impact on organizational flexibility by approximately 66 percent, commitment on organizational flexibility by approximately 61 percent, fairness in payment on organizational flexibility by approximately 63 percent, flat structure on organizational flexibility by 64 percent, correct information flow on organizational flexibility by 60 percent, developing a sense of ownership on organizational flexibility by 70 percent, and online training on organizational flexibility by approximately 63 percent.
In a recent study, it was pointed out that factors such as correct implementation principles, management departments, factors related to students, educational quality, factors related to teachers, equipment and educational environment are effective in the participatory learning management model in the context of virtual education in elementary schools of Tehran (Khoshkam et al., 2014). Recent studies show that, given the daily progress of societies, education, which is the foundation of society, must make changes in its methods so that it can grow and progress in step with the world. By examining documents and books related to the fundamental change in education, one can reach the challenges, goals, and opportunities of these documents (Bakhtiari, 2024).
Considering the research literature and the results of research conducted domestically and internationally on the impact of cybernetics management on organizational activities and employee performance, it is clear that in today's world, organizations need to use processes and models to achieve organizational goals more efficiently than ever before. Cybernetics management is a tool that allows organizations to pursue their activities in a purposeful and useful manner by controlling and establishing useful organizational communications and utilizing technical and theoretical knowledge. Based on what has been said, this research aims to explain the concept and importance of cybernetic management from the perspective of experts in this field; to answer the question: From the perspective of art students in the conservatories of the 3rd Education District of Isfahan Province, what is the relationship between cybernetic management and organizational effectiveness?
Literature Review
Referring to the research records conducted domestically and internationally, it can be said that the results of this study are consistent with the results of Jamali Roshet and Radmard (2020) and Rahman et al. (2020) on the effect of cybernetic management on preventing inertia in the organization, Noushinfard and Pahlavanzadeh (2019) on the effect of cybernetic management on organizational flexibility and establishing justice and fairness, Yelfani et al. (2019) on the effect of cybernetic management on organizational commitment, Torkashvand et al. (2018) on the effect of cybernetic management on organizational culture and its components, Rahimi and Amiri (2017) on the effect of cybernetic management on organizational flexibility and tolerance, Mousavi-Moghaddam and Asefabadi (2016) and Estehazer et al. (2013) on the effect of cybernetic management on individual creativity and innovation in the organization, Hobbs and Schippers (2010) on the impact of cybernetic management on organizational activities and Rowe (2010) on the impact of cybernetic management on key organizational processes have been consistent and aligned.
Methodology
This study aims to explain the relationship between cybernetic management and organizational effectiveness of teachers in the 3rd Education District of Isfahan city using a descriptive survey method of correlation. The statistical population of the study includes all teachers of art schools in the 3rd Education District of Isfahan city, 500 people, and the sample size was estimated to be 217 people using the Krejcie-Morgan table. Simple random sampling method was used to select the samples. The following questionnaires were used to collect the data required for the study: Birnbaum Standard Cybernetic Management Questionnaire (1998): This questionnaire contains 21 items to measure and evaluate seven components of cybernetic management (monitoring and control, loose and tight links, interactions, decision-making, hierarchy, leadership, and balance in management). The reliability of the questionnaire in this study was calculated based on Cronbach's alpha coefficient of 0.81.
Standard Effectiveness Questionnaire (1969): This questionnaire was created to measure organizational effectiveness and has 28 items and four components (innovation - organizational commitment - job satisfaction - organizational health) and is scored on a 5-point Likert scale. In the study by Bani Hashemi and Shojaei (2017), the Cronbach's alpha of the questionnaire was 0.895, indicating that this questionnaire has good reliability. The reliability of the questionnaire in the present study was calculated to be 0.79.
The Kolmogorov-Smirnov formula was used to determine the normality of the data distribution, the Cronbach's alpha coefficient was used to determine the reliability of the data collection tools, and the Pearson correlation coefficient and regression were used to test the hypotheses. The data were analyzed using SPSS26 statistical software.
Conclusion
This study aimed to explain the relationship between cybernetic management and organizational effectiveness from the perspective of teachers in the 3rd district of Isfahan Education and Training Colleges using a descriptive-survey correlational method. The results of the main research test on the existence of a relationship between cybernetic management and effectiveness showed that from the perspective of teachers in the 3rd district of Isfahan Education and Training Colleges, there is a positive and significant relationship between cybernetic management and organizational effectiveness. Accordingly, the test of the sub-hypotheses also showed that there is a positive and significant relationship between cybernetic management and each of the components of organizational effectiveness, namely innovation, organizational commitment, job satisfaction, and organizational health.