Farzaneh Eghbal; Mohammad Hossein Yarmohamadian; Sayyed Ali Siadat; Reza Hoveida; Alireza Yazdani
Volume 10, Issue 1 , May 2014, , Pages 138-145
Abstract
Introduction: Self-assessment in healthcare is inevitable, like in all other sections. Scarce resources,necessity of performance refining, vitality of provided services and quality of services are evidence fornecessity of having a proper system of self-assessment of performance in this area. Hence, the ...
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Introduction: Self-assessment in healthcare is inevitable, like in all other sections. Scarce resources,necessity of performance refining, vitality of provided services and quality of services are evidence fornecessity of having a proper system of self-assessment of performance in this area. Hence, the purpose ofpresent study was to study areas of improvement based on European Foundation for quality Management(EFQM) Excellence Model in Imam Mousa Kazem Hospital, Isfahan, Iran.Methods: The present study used a descriptive cross-sectional method. Statistical population consisted ofexperts and hospital senior managers in Imam Mousa Kazem Hospital in 2002. The study tools included astandard questionnaire of EFQM whose validity was confirmed by faculty members and experts and itsreliability was obtained at 0.97 through Cronbach’s alpha. Data analysis was done in nine areas usingSPSS software. The study population were hospital top managers in 2002 who were selected throughcensus method. Data were collected using questionnaire based on EFQM model. Collected data wereanalyzed through RADAR rationale.Results: Imam Mousa Kazem Hospital obtained 599 points in its assessment; however, the area of enablersobtained 300 and area of results obtained 299 points. Obtained percentages for each of nine areas are asfollows: Leadership (60), policies and strategy (58), employees (68), resources and partners (60), processes(56), customers result (58), employees result (60), community results (63) and key performance (61%).Conclusion: The self-assessment based of EFQM model resulted in an information system of strength andweakness points in 9 areas so that RADAR logic, weakness points were determined for the interventionand improvement areas.
Peyman Yarmohammadzadeh; Seyed Ali Siadat; Reza Hoveida; Hassan Ali Bakhtiar Nasrabadi
Volume 8, Issue 8 , January 2012, , Pages 1136-1145
Abstract
Introduction: Moving toward progress in every country starts from universities. Intellectual capital is a very strong theory that all knowledge-based organizations can utilize to improve their efficacy and productivity. The purpose of this research was to evaluate the structural equation modeling ...
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Introduction: Moving toward progress in every country starts from universities. Intellectual capital is a very strong theory that all knowledge-based organizations can utilize to improve their efficacy and productivity. The purpose of this research was to evaluate the structural equation modeling of knowledge conversion process upon intellectual capital components in public universities of Isfahan, Iran. Methods: This descriptive, correlational study included 1472 faculty members of Isfahan public universities during the academic year of 2010-2011. The sample size was calculated as 205 individuals by stratified random sampling. In order to collect data, the 26-item standard knowledge conversion process questionnaire and a 35-item researcher-made questionnaire of intellectual capital components were used. Content and face validity of both questionnaires were confirmed by the experts. In order to evaluate the reliability of the questionnaires, Cronbach's alpha was calculated as 0.96 and 0.93, respectively. Statistical analyses of data were performed by multivariate analysis of variance (MANOVA) and structural equation model using SPSS and Amos Graphic. Results: According to MANOVA, socialization and knowledge combination were not significantly related with any of the intellectual capital components. However, different stages of knowledge conversion and externalization had significant relations with all intellectual capital components. Based on the structural equation model, correlation coefficient of all stages of knowledge conversion on intellectual capital components were significant. Conclusion: Knowledge conversion can be useful in data extraction, management, transfer, and exchange among faculty members. It can also promote intellectual capital in universities
Akram Nikbakht; Sayed Ali Siadat; Reza Hoveida; Azam Moghadam
Volume 7, Issue 2 , June 2010
Abstract
Introduction: There must be a dynamic relation between leadership and people's knowledge. This relationship takes place through motivation and encouraging people attitude for acquiring knowledge. The purpose of this article was to study relation between knowledge management and chairperson's leadership ...
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Introduction: There must be a dynamic relation between leadership and people's knowledge. This relationship takes place through motivation and encouraging people attitude for acquiring knowledge. The purpose of this article was to study relation between knowledge management and chairperson's leadership styles at Isfahan University Medical Sciences from faculty point of views.Methods: Research method was descriptive- correlation and statistical population consisted of all Isfahan University of Medical Sciences faculty members in academic year 1386-87. To do sampling, after estimating sample size, 170 faculty members were selected randomly as statistical sample. to collect data, two questionnaires were used including knowledge management and multi-factor leadership style questionnaire face content validity of both questionnaires for consistency among items were verified by experts. Cronbach’s alfa coefficient formula was used to determine questionnaires reliability which calculated at α = 0.92 and α = 0.89 respectively.Results: Analysis of research data showed that 1) there was a significant relation between knowledge management indices and transformational leadership style and correlation coefficient was r = 0.366 which was significant at P < 0.01 level, 2) there was no significant relation between knowledge management and transactional leadership style and correlation was r = 0.30, 3) there showed no significant relation between knowledge management and laissez– faire leadership style with correlation coefficient of r = 0.044, 4) there was no difference between grades average of knowledge management and multi-factor leadership styles with regard to age and academic rank, but there was a significant difference with regard to years of service at P < 0.05 level.Conclusion: Having transformational leadership style by Isfahan University of medical sciences chairpersons can increase more communication and participation by faculty members and makes possible exchange of knowledge through organization.Keywords: Leadership; Knowledge; Attitude; Information Management.
