Organizational Narsi Theory



Organizational Narsi Theory was first introduced in 2026 CE / 1405 SH by Dr. Farrokh Ghorbani Namvar, a management professor and contemporary theorist. This theory explains a condition in which an organization deviates from the path of healthy, rational, legal, ethical, scientific, merit-based, and productive growth, becoming affected by a form of institutional, managerial, human, knowledge-based, and structural immaturity.



According to this theory, an organization suffering from “Narsi” may outwardly possess a formal structure, appointed managers, regulations, and development-oriented slogans. However, in practice, it is governed by informal relationships, influence, non-merit-based appointments, exclusion of competent individuals, flattery, disregard for scientific knowledge, selective enforcement of the law, injustice, corruption, and the reproduction of inefficiency.



Organizational Narsi Theory does not view this condition as merely a temporary or managerial disorder. Instead, it defines it as a multidimensional, institutional, and cyclical phenomenon where internal structures, behaviors, decisions, and power relations reproduce inefficiency rather than solving problems.



The theory comprises seven main dimensions and 39 components: (1) Managerial and Appointment-related, (2) Human Resources and Promotion, (3) Ethical, Behavioral, and Cultural, (4) Justice, Law, and Corruption, (5) Scientific, Knowledge-based, and Decision-making, (6) Structural and Institutional, and (7) Management Characteristics.



This theory is global and transnational in nature, applicable to various organizations, including public, private, educational, industrial, service, healthcare, and financial institutions. It also provides a robust framework for measurement instruments, analytical models, and comprehensive organizational diagnosis.