Document Type : Original Article
Authors
1
Associate Professor, Management faculty, Lorestan university, Khorramabad, Iran.
2
PhD student in public Administraion, Faculty of Management, Lorestan University, Khorramabad, Iran.
3
Master's student in Marketing Management, Management Department, Faculty of Management and Economics, Lorestan University, Khorramabad, Iran.
Abstract
In public organizations, one of the negative management styles that gradually erodes the spirit and psychology of the organization and its employees, like an invisible poison, is the mushroom management style. Accordingly, the present study was conducted with the aim of fuzzy cognitive mapping of the causes and consequences of mushroom management in public organizations. In terms of objective, the present research is applied, and in terms of data collection, it falls within the scope of exploratory research. Furthermore, this research is of a mixed-methods type (qualitative and quantitative) and is based on an inductive-deductive philosophy. The statistical population of the present study consists of experts who were selected using the purposive sampling method based on the principle of theoretical saturation. The data collection tool in the qualitative section is an interview, and in the quantitative section, it is a questionnaire. The validity and reliability of the qualitative data collection tool were confirmed using content validity, theoretical validity, and the methods of intra-coder and inter-coder reliability. Moreover, the validity and reliability of the quantitative data collection tool were assessed and confirmed using content validity and test-retest reliability. Qualitative data were analyzed using the content analysis method, and quantitative data were analyzed using the fuzzy cognitive map method. The results of this study showed that the causes of mushroom management, in order of priority, include: managers’ tendency towards whitewashing, managers’ tendency to maintain power and retain personal competitive advantage, managers being afflicted by the Dunning-Kruger effect, and managers’ tendency to hoard knowledge. Furthermore, the consequences, in order of priority, include: the emergence of emotional resignation among employees, the appearance of vandalistic behaviors among employees, the occurrence of organizational stroke, and the injection of drip-fed and selective information to employees in public organizations.
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