Haniyeh Sadat Sajadi; Rouhollah Zaboli
Volume 13, Issue 1 , May 2016, , Pages 55-60
Abstract
Introduction: The health system reform plan is currently being implemented in Iran due to the emphasis of health policy makers and planners on the financial protection of patients, equity in access to health services, and improvement of the quality of hospital services. This study aimed to ...
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Introduction: The health system reform plan is currently being implemented in Iran due to the emphasis of health policy makers and planners on the financial protection of patients, equity in access to health services, and improvement of the quality of hospital services. This study aimed to investigate the positive effects of health reform plan from the perspective of hospital directors. Methods: This qualitative cross-sectional study was conducted in December, January, and February of 2015. Semi-structured interviews were used for data collection. The participants were selected through purposive sampling from among hospital directors and managers in Tehran, Iran. The content of 18 interviews were audio-typed, transcribed, coded, and then, analyzed using NVivo software. Results: The positive effects of health reform plan implementation were categorized into 8 themes and 21 sub-themes. The main themes were insurance coverage of patients in need of healthcare, performance indicators improvement, hospital management system modification, interhospital referral system improvement, improvement of patient payments control and management, improvement of selected quality indicators, increased health system accountability, and increased hospital income. Conclusion: Implementation of the health reform plan in Iran may result in the increasing of patient satisfaction and improving of health services quality if sustainable financial resources can be provided for the plan.
Nahid Jamali; Habib Danayi; Mohammad Taghi Amini; Akbar Hassanzadeh; Sayed Mohammad Hassan Emami
Volume 13, Issue 2 , April 2016, , Pages 114-119
Abstract
Introduction: Strategic thinking is the infrastructure of artistic maneuvers of managers based on creativity and true perception of business environments. It results in the creation of strategies suitable to the present changing business environment. Due to the failure of strategic plans and ...
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Introduction: Strategic thinking is the infrastructure of artistic maneuvers of managers based on creativity and true perception of business environments. It results in the creation of strategies suitable to the present changing business environment. Due to the failure of strategic plans and organizational changes in more than half of organizations, it can be concluded that there might be a common cause for these failures. The goal of the present study was to assess the relationship between readiness to change and strategic thinking in managers of social security hospitals of Isfahan, Iran, based on the Liedtka model including the five elements of systemic thinking, intensive focus, hypothesis approach, intelligent opportunism, and thinking in time. Methods: This practical, analytical, and correlative research was conducted using the Strategic Thinking Assessment Questionnaire (α = 87.3) and Readiness to Dunhaim Change Assessment Questionnaire (α = 84) in 2013. The participants consisted of 94 head, intermediate, and operational managers of social security hospitals in Isfahan. Our response rate was 85% (80 questionnaire). Data were analyzed using the Pearson correlation and regression analysis in SPSS software. Results: Strategic thinking (Pearson coefficient = 0.25) (P < 0.02) and its elements based on the Liedtka model, including systemic thinking (Pearson coefficient = 0.28) (P < 0.01), intensive focus (Pearson coefficient = 0.24) (P < 0.03), and intelligent opportunism (Pearson coefficient = 0.22) (P < 0.04), had a meaningful relationship with readiness to change. However, the findings revealed no significant relationship between hypothesis approach (Pearson coefficient = 0.18) (P < 0.01) and thinking in time (Pearson coefficient = 0.10) (P < 0.2), and readiness to change. Conclusion: Since there was an overall relationship between most elements of strategic thinking and readiness to change among the managers in this study, education and development of strategic thinking may enhance readiness to change among managers of institutions.
Leila Zarei; Reza Dehnavih; Mina Anjomshoa
Volume 12, Issue 2 , April 2015, , Pages 236-243
Abstract
Introduction: In this paper, first, the theoretical basis and the application of decision support systems have been reviewed. Then the readiness of teaching hospitals to developing decision support system based on a survey of senior and intermediate managers were reviewed.Methods: This study was an analytical-descriptive ...
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Introduction: In this paper, first, the theoretical basis and the application of decision support systems have been reviewed. Then the readiness of teaching hospitals to developing decision support system based on a survey of senior and intermediate managers were reviewed.Methods: This study was an analytical-descriptive and cross-sectional conducted in 2011. Statistical population included 44 senior and intermediate managers of teaching hospitals in Kerman University of Medical Sciences (kums). Because of the limited population census was used. Data was collected using "Assessing organizational readiness" questionnaire designed in the University of California. Face and content validity of the questionnaire was approved. Cronbach's alpha coefficients were calculated to determine the reliability of the questionnaire. Data analysis was done descriptive statistics, agreement tables and SPSS software.Results: According to the results there was no significant statistical difference among the hospitals. 15/4 percent of hospital readiness for developing decision support system was weak, while 42/3 percent of this average preparation and only 42/3 percent have been good preparation.Conclusion: with regard to the importance of developing DSS in teaching hospitals and lack of complete preparedness it is recommended to eliminate barriers.
Susan Bahrami; Mahmod Keyvan Ara; Rezvan Ojaghi; Maryam Afshari
Volume 10, Issue 7 , December 2014, , Pages 1023-1033
Abstract
Introduction: Today's workforce is the most important competitive advantage for organizations. Therefore, university administrators should be aware of how to deal with the strategic and to learn effective use of the advantages. The aim of this study was to identify and understand the opinions of academic ...
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Introduction: Today's workforce is the most important competitive advantage for organizations. Therefore, university administrators should be aware of how to deal with the strategic and to learn effective use of the advantages. The aim of this study was to identify and understand the opinions of academic experts on strategic human resources management applications in Isfahan University of Medical Sciences. Methods: This research was a qualitative method of thematic analysis. Participants in this study were 14 academics experts who had experience or publications related to the topics of the research. Instrument of this study was interview and were stopped when reached saturation in the research and the main concepts were extracted from the interviews. Results: The results were arranged in six categories; experience of management problems, inefficient human resources practices, training, performance evaluation, Participation in decision-making and combination. Participants emphasized on the importance of strategic human resources management practices of the inefficiency of power without authority, lack of freedom, assignment of administrators, lack of strategic view and organizational culture, lack of training, lack of monitoring of learning and routine training, unrealistic and routine performance evaluation, advisory and personal decision-making, and organizational hierarchy, lack of flexible and immaterial rewards and emphasis on financial rewards. Conclusion: Strategic management of human resources by creating a macro perspective, provides pay attention to staff basic problems and caused utilization of organization from skilled, committed and motivated personnel to achieve sustainable competitive advantage. Keywords: Strategic Management; Human Resources; Managers
Mohammad Hossein Pasandide; Mohammad Hossein Yarmohamadian; Masoud Ferdosi
Volume 8, Issue 8 , January 2012, , Pages 997-1006
Abstract
Introduction: Management is the most important factor in success and survival of organizations.Managers thus have decisive vital role in development of any organization. The purpose of this research was to assess the opinions and perceptions of executives and academic experts about Islamic management ...
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Introduction: Management is the most important factor in success and survival of organizations.Managers thus have decisive vital role in development of any organization. The purpose of this research was to assess the opinions and perceptions of executives and academic experts about Islamic management components.Methods: This study used qualitative content analysis to evaluate 14 academics who had experience or publications related to the topics of the research. To collect data, interviews were conducted to reach saturation. The main concepts of the interviews were then extracted.Results: The religious, Islamic government aims to restore peace, security, and social rights, not to intimidate people. The leader of an Islamic system should thus be committed to human dignity, values, regulations and divine laws. Islamic management appreciates evaluation, unity and harmony, tolerance, and consultation and communication with people. Mercy, compassion and kindness to the citizens are the prerequisites of an Islamic government.Conclusion: Islamic management is derived from the guidelines of Islam. The most important feature of this management method is to consider a holy goal for which no unacceptable measures should be performed.
