Zeinab Tamizi; Ebrahim Afshar; Saeed Rajaepour; Hossein Samavatian
Volume 9, Issue 5 , November and December 2012, , Pages 655-662
Abstract
Introduction: It is necessary for every organization to periodically study its structure. The aim ofthis study was to identify the organizational structures of libraries of university of medicalsciences in Iran based on Stephen Robbins model.Methods: This was a descriptive survey. The study population ...
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Introduction: It is necessary for every organization to periodically study its structure. The aim ofthis study was to identify the organizational structures of libraries of university of medicalsciences in Iran based on Stephen Robbins model.Methods: This was a descriptive survey. The study population included all the central librarymanagers of medical university libraries in Iran in 2010-2011 (n = 44). Fifteen managers wereselected through simple random sampling method. Data were collected using the standardtranslated questionnaire of Robbins. The validity of this scale has been confirmed using sevenlibrary and management professionals and specialists. Its reliability was obtained 87% usingCronbach’s alpha coefficient. Data were analyzed by SPSS software and descriptive statistics.Results: Libraries in universities of medical sciences in Iran lack efficient structures and are notin an acceptable rate, i.e. the complexity was less than the average level, and the formalizationand centralization were greater than the standard level.Conclusion: The study results suggested that the organizational structures of universities ofmedical sciences in Iran are not efficient. Dimensions of the given structures need to be revised.
Susan Bahrami; Mohammad Hossein Yarmohammadian; Saeed Rajaeepour; Hassan Ali Bakhtiyar Nasrabadi
Volume 9, Issue 6 , March 2012, , Pages 870-877
Abstract
AbstractIntroduction: Today, human resources are the most important competitive advantage of organizations.Therefore, university administrators should be aware of how to effectively use this strategic factor andadvantage. However, innovation is also a valuable tool in confronting uncertainty, and responding ...
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AbstractIntroduction: Today, human resources are the most important competitive advantage of organizations.Therefore, university administrators should be aware of how to effectively use this strategic factor andadvantage. However, innovation is also a valuable tool in confronting uncertainty, and responding to andimpacting the external environment. The aim of the present study was to determine the simple andmultiple correlations between functions of strategic human resource management and administrativeinnovation in medical and nonmedical universities in the Isfahan province, Iran.Methods: This was a descriptive and correlational study. The study population consisted of all facultymembers of public universities of Isfahan (1830 people) from which 480 people were chosen by stratifiedrandom sampling. The research tools included strategic human resource management practicesquestionnaire and the administrative innovation questionnaire. The face and content validity of thequestionnaires were confirmed, and their reliability was calculated by Cronbach’s alpha. Data analysiswas performed by descriptive and inferential statistics.Results: Findings showed that the mean scores of strategic human resource management practices andadministrative innovation scores in public universities of this province were less than average. On the otherhand, a significant multiple correlation existed between strategic human resource management practices(training, service reward, assessment of performance, providing human resources, and employeecontributions) and administrative innovation. Beta coefficients were statistically significant between all thepractices of strategic management of human resources and administrative innovation. The variance inflationfactor for these variables was 1.33 to 2.75; which shows no line between them and that the regression modelhas been significant. The member's comments regarding the relationship between strategic human resourcemanagement practices and administrative innovation in terms of demographic characteristics were similar.Conclusion: Educational organizations can pave the way for organizational innovation by adoptingappropriate human resource functions.
Susan Bahrami; Mohammad Hossein Yarmohammadian; Saeid Rajaeepour; Hassan Ali Bakhtiar Nasrabadi; Iraj Kazemi
Volume 7, Issue 0 , December 2011
Abstract
Introduction: Higher education administrators face with problems such as financial pressures, rapidly changing environment, competition with other higher education institutions to achieve higher academic rank and research, attracting students and more prone to grant more autonomy to faculty members .To ...
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Introduction: Higher education administrators face with problems such as financial pressures, rapidly changing environment, competition with other higher education institutions to achieve higher academic rank and research, attracting students and more prone to grant more autonomy to faculty members .To overcome mentioned problems ,they can use methods such as; innovation in curriculum, support services and teaching learning process. This article aimed to review the administrative and technical innovation in medical and non-medical universities.Methods: In this descriptive and analytical study all faculty members of public universities in the province (1830 people) were included, from which 840 individuals were selected by random stratified sampling, in 2010. Research tools included standardized Hongmin and colleagues questionnaire which validity and reliability was confirmed by face and content validity and coefficients of Cronbach's alpha (r=0.92) ,respectively. Data analyzed using SPSS18software and two levels of descriptive and inferential statistics. Results: Mean score of administrative and technical innovation in the province public universities was less than the average level.Mean score of administrative innovation, technicl innovation and technical innovation were between 4.17 - 4.5, 4.47 -4.8 and 4.3 - 4.6 respectivly, in confidence intervals of 99%. There was a significant difference between different mean organizational innovation scores of studied universities according to their demographic characteristics. Administrative innovation was higher in Isfahan University of Medical Sciences comparing with others and the innovation was higher in faculty members with 1-10 years experiences than those with 11-20 years. The technical innovation of Isfahan Technical University was higher than others and it was higher in faculty members with 1-10 years experiences than those with 11-20 years and it was lower in faculty members with the rank of associate professor.Conclusion: Universities should be managed so that the innovation become as a natural part of culture and daily activities and considered as increased knowledge for all faculty members and faculty.It is essential to achieve the ability of expedite the release and conversion of this knowledge to an investment which would consider as a stimulant for improving education.Keywords: Organizational Innovation; Organization and Administration; Universities.
