Indian Journal of Fundamental and Applied Life Sciences ISSN: 2231– 6345 (Online) An Open Access, Online International Journal Available at www.cibtech.org/sp.ed/jls/2014/03/jls.htm 2014 Vol. 4 (S3), pp. 483-491/Sayadi et al. Research Article © Copyright 2014 | Centre for Info Bio Technology (CIBTech) 483 THE RELATIONSHIP BETWEEN SOCIAL CAPITAL AND EFFECTIVENESS OF MANAGERS IN SOCIAL SECURITY DEPARTMENTS OF KERMAN PROVINCE Saeed Sayadi, *Narges Hosseini and Kaveh Nouhi Bezanjani Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran *Author for Correspondence ABSTRACT The aim of this study was to determine the relationship between social capital and effectiveness of managers in Social Security departments of Kerman province, Kerman province (in years 2012-2013). The statistical population consisted of 1209 employees of Social Security departments of Kerman province and the sample was 291 based on Krejcie and Morgan tables. The data collection tools were social capital researcher made and the effectiveness of manager questionnaires, which in turn had a reliability coefficient of 0.89 and 0.87. Spss 16 software, Pearson correlation coefficient test and multivariate regression analysis with stepwise method was used for data analysis. Results of hypotheses showed that there is direct and significant relationship between all dimensions of social capital variable (cohesion of managers in doing tasks, the participation of colleagues in tasks, mutual trust of colleagues and feeling a common image of the future) and effectiveness of managers. Regression analysis results show that four dimensions of social capital explain 0.238% of manager’s effectiveness variance in equation and colleagues’ participation variable in governance is the most decisive factor that effects on effectiveness of managers, this factor explains 0.46 percentage of depended variable variability. Keywords: Management Effectiveness, Participation, Solidarity, Mutual Trust, Feeling a Common Image of Future INTRODUCTION Organizational effectiveness is one of the concepts that has been considered particularly in modern management and given the fundamental importance of this topic in organizational development; several definitions have been presented in terms of effectiveness. "Richard L. Daft," defines organizational effectiveness as "organizational effectiveness is the degree or extent to which the organization achieves its desired goal" (Daft, 2010). Behavioral scientists believe that in order to achieve effectiveness of managers we need to find an adequate understanding of attitudes and behaviors of people in enterprise environment. For this reason, information must be collected on staffing within the organization. Such as their reactions as individuals (eg, perceptions, and motivations) groups to which they belong (eg, communication between them, both formal and informal norms) and the organization in which they work (eg, organizational culture and structure) (Rezayian, 2007). On the other hand, every organization has a range of human, physical and economic, natural, cultural and social capital that social capital is considered in this paper. Social capital is a set of norms in social systems that will promote the cooperation of its members and will decrease the cost of exchanges and communications. In other words, it is the ability of individuals to work together toward common, group, and organization goals. (Fukuyama, 2000) Indicators such as trust, cohesion and participation will be considered to measure social capital. On the other hand, the effectiveness is to study efficiency of organization member in mutual cycle of information and energy within a system (Alagheband, 1999). It is checked with parameters such as authority of Director, Creativity and Innovation and, peaceful relations. On the basis of this research, we are searching for the issue of whether there is a relationship between social capital and the effectiveness of managers or not?