Surveying the Turbulence Creative Role Contribution to Complex Management Problems and Decision Making in the Organisation (The Case Study: West Azarbaijan General Office of State Tax)

In the colloquial language, turbulence and confusion are assumed to be the signs of disorder and disorganisation whose negative implications are revealed in mind. New attitudes and changes in the scientific and theoretical aspects do not account turbulence as disorganisation, deficiency and confusion, instead it is considered as the unpredictable aspect of dynamic events. The complexity theory states to the managers that the managing era has vanished through the hierarchical goals or through predetermined logic as well as subtle controls. In order to manage the changes in complex and turbulent systems, traditional ways are not responsive and the managers should learn the changing logic in these systems. They should pave way for all the managers and staff so that they would be able to make decision individually or in groups and run their decisions, whose requirement is the phenomena called turbulence theory. This study has been carried out with the aim to survey the contribution of turbulence creative role to complex management problems and decision making in an organisation (the case study: West Azarbaijan Tax Organisation). The study population includes all the managers and experts of the West Azarbaijan Tax Affairs who have been chosen randomly and among whom 68 individuals were chosen as the sample. The data collecting tool is a questionnaire based on the Likert spectrum. In this paper, we have attempted to approach appropriate results through employing the role of turbulence and disorder in complex management problems.