This study investigates the impact of digital transformation and customer focus on agile management in organizations. The research is applied in nature and conducted using a descriptive-survey method. The statistical population consisted of 41 managers and employees of Foulad Fidar Company, and data were collected using a standardized questionnaire. Data analysis was performed using multiple regression and Smart PLS software version 4. The results showed that both digital transformation and customer focus have significant and positive effects on agile management. The path coefficient for digital transformation was 0. 155, with a t-statistic of 2. 047, indicating a positive and significant impact on agile management. Customer focus demonstrated a stronger effect, with a path coefficient of 0. 708 and a t-statistic of 8. 997. The correlations between these variables revealed a strong and positive relationship. This study highlights the crucial role of digital transformation and customer focus in enhancing organizational agility. Organizations can achieve greater agility in responding to environmental changes by leveraging digital technologies and fostering a customer-centric culture. It is recommended that managers prioritize agile human resource development and invest in modern technologies to improve organizational performance.

Background The issue of customer loyalty to a particular product or brand is very important in the field of economics and business. For many companies, loyalty is a well-known competitive tool, and the survival of organizations depends on how loyal their customers are. Customers often give them a human dimension by giving brands a personality, and marketers often use these locations to create or reinforce these perceptions. In this study, the ethical factors affecting customer loyalty with a focus on brand personality have been identified. Method The present study was a qualitative research based on the foundation's data approach. The research community consisted of senior managers and heads of branches of Bank Mellat Isfahan, and 10 of these experts were purposefully selected using saturation sampling. The data collection tool was the interview. Finally, the data were analyzed by open coding, central coding and selective coding in Maxqda software. Results Based on the results, 73 open codes were identified out of 401 concepts. In the central coding section, the 73 primary codes were categorized into 15 categories. Conclusion Based on the research results, it was determined: service characteristics, customer value, brand trust (causal conditions), company image, organizational factors (contextual conditions), compliance with rules and regulations, responsibility, trustworthiness, attention to general activities, environmental factors and observance of Islamic criteria (interventor), information protection, employee moral behavior, and brand credit (consequences) in a paradigm model are among the ethical factors influencing customer loyalty

Employee-customer-profit (ECP) chain is one of the guidelines for organizations ‘success in their life cycle. Strong relationships have been found between employees' attitudes and behaviors, employees’ behaviors and customers’ impressions, and customers’ impressions and revenue growth. Out of this chain, there are some factors that can influence the processes through which these factors interact. One of these factors is information technology (IT) capability. In this research, we modeled the effect of IT capability on ECP chain using structural equation modeling (SEM). Service process innovation (SPI) was also used as a mediating variable between IT capability and ECP chain. This was accomplished based upon quantitative data gathered from a sample of 212 employees of the Technical and Vocational organization in Mashhad city. Results revealed a strong support for the proposed model. In particular, the association between IT capability and SPI with ECP chain and their leverage effect facilitate the organizations' movements along with the chain which was significantly confirmed.

Introduction: Today, in many organizations, registration, review, and improvement processes are pursued to enhance performance and move toward organizational excellence. FOCUS-PDCA model is one of the most effective tools in the field of health that has been used in recent years to improve organizational processes in Iran. The purpose of this study was to improve the quality of nursing school educational processes based on FOCUS-PDCA model. Methods: This quasi-experimental study was a single-group pre-test and post-test. Data were collected using a researcher-made questionnaire at each stage (before and after the intervention). In the process timing discussion, the duration of each process was measured and reported in terms of days. Results: The mean time of the processes was 42. 8 days with some processes taking place during one semester which was reported to be 32 days after FOCUS-PDCA workshops and intervention. Decreased. The average percentage of upgrading processes reported was 34. 4%. The mean score of initial satisfaction of the processes evaluated was 301 out of 500, which means that students 'and faculty members' satisfaction with the educational processes of the Nursing faculty was reported to be 60. 2%. Found. Conclusion: The present study showed that implementation of FOCUS-PDCA method has led to improvement of nursing faculty educational performance. It is recommended that this method be performed in other departments of research and amenities involved with students and professors and evaluated in terms of its impact on other indicators.

AIMS: Hospital emergency department has a critical role in human survival in accidents. Each one minute retardation in survival operation of emergency patient decrease 7-10% of the patient living chance. Aim of this study is to analyze effect of special educational courses on activity of emergency departments. METHODS: This study is a semi-experimental interventional research in one group pre- and posttest. Sampling done by census and simple method. According to ??? Number of samples were estimated as 30 and 40 cases were Studeid. Satisfaction was evaluated by researcher-made questionnaire in each stage (preintervention, postintervention and follow-up). Patiant's transportation time was measured by chronometer. After establishing FOCUS-PDCA workshop in groups of 12 people, promotion classes were established and FOCUS-PDCA grades performed step by step. RESULTS: Average emergency patient expectation time was 428.65±69.12 seconds in preinventory stage, 250±25.7 in postinventory stage and 235±27.57 in follow-up (2month later). Average satisfactory scores of process masters between receptions to consideration was 86.6±13.4 in preinventory stage, 116.9±9.4 in postinventory stage and 123.7±8.3 in follow-up. CONCLUSION: Implementation of FOCUS-PDCA have positive effect in emergency department activity and reduces emergency patients consideration time and also increase satisfactory rate of process masters from their transportation and consideration.