Mohammadreza Amiresmaili; Seyed Hossein Saberi; Farzad Nazempoor-Vaziri; Farshid Barkhordari
Abstract
Introduction: Urban health centers provide primary health services in cities. In recent years, comprehensive urban health services centers have undergone changes in structure, function, and area of activity; however, these changes cannot address all the problems in this area. This study endeavored to ...
Read More
Introduction: Urban health centers provide primary health services in cities. In recent years, comprehensive urban health services centers have undergone changes in structure, function, and area of activity; however, these changes cannot address all the problems in this area. This study endeavored to identify the challenges facing Integrated Health Services after implementing health transformation plan.Methods: In this qualitative case study, the target population was managers and staff of Kerman City comprehensive health services centers in Iran. Semi-structured interview was conducted with 8 managers and 7 staff members of Kerman comprehensive health centers. The interview guide was employed to gather information, including some general questions based on the literature review, and to clarify specific topics. The content analysis method based on Colaizzi’s seven stages of rapeseed was used to obtain data as well.Results: In this study, after analyzing the challenges of comprehensive urban health centers, four main themes of human, organizational, functional, and clients were identified.Conclusion: It is possible to offset these problems through strategies such as reforming the payment system and incentive system, expanding physical departments of the centers, reviewing programs, and effective implementation of family physician plans.
Mohammad Reza Amiresmaili; Mahmood Nekooi Moghadam; Nadia Oroomiei; Sajad Khosravi; Saeed Mirzaei
Volume 11, Issue 6 , November 2014, , Pages 770-778
Abstract
Introduction: Knowledge is regarded as a major resource of organizations and as an asset. Transmission, creation and applying knowledge require an organizational culture which encourages this process. Universities as knowledge-producing organizations should benefit from this. The purpose of this study ...
Read More
Introduction: Knowledge is regarded as a major resource of organizations and as an asset. Transmission, creation and applying knowledge require an organizational culture which encourages this process. Universities as knowledge-producing organizations should benefit from this. The purpose of this study was to determine the relationship between organizational culture and knowledge management at Kerman University of Medical Science. Methods: Present analytical study was done with cross sectional in Kerman University of Medical Sciences in 2012. Statistical population consisted of all staff working at deputies of Kerman University of Medical sciences (844) of which a sample of 200 was selected using quota sampling. In order to collect data, questionnaires on organizational culture and knowledge management were used whose validity was confirmed in previous studies and their reliability was calculated. Descriptive and inferential statistical methods (Pearson correlation, ANOVA and linear regression) were used for data analysis through spss18. Results: Organizational culture was evaluated good by the majority of the studied subjects. Highest and lowest scores was obtained by adaptability (2/9) and participatory (2/6) dimensions respectively. Knowledge management status was evaluated at moderate and good level by studied subjects. Finally, there was a significant relationship between organizational culture and knowledge management (P-value=0/000). Conclusions: Organizational culture and knowledge management were in good condition in this study. Organization must first consider the organizational culture in order to improve the knowledge system and to spread it throughout organization effectively. The more strong the organizational culture is, the more successful the implementation of knowledge management would be. Keywords: Organizational Culture; Knowledge Management; Universities.
