Insurance industry is one of the industries that have special importance and validity in modern economy, domestic and foreign trade. Performance evaluation and grading the insurance COMPANY in addition to determining the general position of agency in industry, market and informing the beneficiaries, cause increase in competition, dynamism in industry, and development in community. On the other hand, organization strategic performance evaluation is always one the first and most basic prerequisites for compiling improvement programs in organizations and it has a high importance. One of the strategic efficient models in this aspect is BSC that equally analyses all aspects of organization. The statistical population in this research is consists of four GOVERNMENTAL insurance (Iran, Asia, Dana and Alborz). For collecting data, haphazard sampling procedure was used. Study tool is questionnaire whose reliability was measured by consistency ratio and whose validity was measured by content-construct method by acquiring the opinions of experts and some managers in this field of study and the results showed appropriate reliability and validity. In analysis data section, the group integrative procedures AHP and BSC were used. The results showed that the D insurance COMPANY had the higher final score than the other companies. After that the C, A and B insurance companies were respectively.

Elaboration and implementation of Green Productivity management in each GOVERNMENTAL and nonGOVERNMENTAL organization have certain environmental, social and economic consequences. Therefore, to enhance productivity in the Fourth Development Plan, the input and expenses should be decreased and the output and products should be increased.In this paper, the current situation of Iran Aseman Airline COMPANY is analyzed in terms of energy and water consumption, airplanes’ fuel, and environmental pollutants. At the end of the study, some applicable approaches are suggested for increasing the COMPANY’s productivity with the consideration of environmental issues.

Six sigma is increasingly used for different processes from production to services and different transaction activities. It has proved to reduce process variables and failure rate for all critical processes for the purpose of development in process operations which results in required investment I final line of organization (Jiju Antony,2004). This article starts by literature review of the title, then the findings are shown for better realization of challenges regarding six sigma implementation methodologies, and at the end some requirements for successful six sigma implementation in service sector will be offered.

The aim of this study was to Presenting the Educational and Research Activities Outsourcing Model in Organizations GOVERNMENTAL in Tehran/Iran.To this end, all employees and managers include 468 staffs were participated in present study, among them 211 were selected by Cochran formula and based on ratio multilevel cluster sampling. Data were collected by self-questionnaires that the questions of getting a standard questionnaire. Data analysis was done using structural equation modeling by software Smart PLS 2 in two parts, the measurement model and structural section. In the first part, technical characteristics of the questionnaires including reliability, validity, convergent and divergent validity were evaluated. In the second part, software significant coefficients were used to evaluate the hypothesis. The findings of the study indicated that factors such as organizational, managerial, technical and structural factors and actors associated with the contractor in the process of outsourcing success-training activities and research organizations are involved and influential.

The present study was conducted with the aim of presenting a smart power model for integrating sources of power in GOVERNMENTAL organizations, using the National Petrochemical COMPANY of Iran as a case study. The research method is applied-developmental in terms of purpose, descriptive-survey in terms of data collection, cross-sectional in terms of time, and quantitative in nature. The statistical population consisted of employees, experts, and managers of the COMPANY, totaling 359 individuals. Based on Morgan's table, the sample size was determined to be 186 participants, who were selected using a cluster sampling method. The research instrument was a researcher-made questionnaire containing 12 main components (axial codes) and 2 main dimensions of smart power (hard power and soft power). For data analysis, confirmatory factor analysis and structural equation modeling (SEM) were conducted using SPSS and SmartPLS software. The findings indicated that smart power comprises two dimensions: soft power and hard power. The components of soft power include negotiation and interaction, organizational culture, technology, software and IT, skill and experience, and knowledge and expertise. The components of hard power include financial and economic resources, human resources, equipment and physical facilities, organizational rulesand regulations, and organizational communication and structure. Moreover, the factor loadings of all componentsand dimensions were higher than 0. 30, their average variance extracted (AVE) values exceeded 0. 60, and their reliability coefficients were above 0. 70. Additionally, the model demonstrated a good fit, and each dimension had a direct and significant effect on the proposed model. The results suggest that the designed model can also be applicable in other GOVERNMENTAL organizations.

Value engineering has been used for more than 50 year as a successful technique in the upstream authorities and documents of Iran. Although it has been used in the role of an effective method to improve the constructive projects and plans, value engineering has not reached its real position yet. This can be attributed to many reasons such as optimistic view of managers towards the results of a project, improper understanding of the technique, and insufficient culture and motivation among project components as well.This study aims to codify motivation authorities of the value engineering in addition to evaluate necessities of motivating the value engineering parameters in Construction and Development of Transportation Infrastructure COMPANY (CDTICO) as one of the most important firms with many huge projects in Iran. Thereby, value engineering can enable the COMPANY and many other GOVERNMENTAL organizations to utilize this advantageous technique more than any time before. This research has been conducted by using advices from value engineering experts through interviews and questionnaires since they were sufficiently familiar with CDTICO.

The present study tries to explore the approach of GOVERNMENTAL and non-GOVERNMENTAL elites to order and public security in its social, economic, political, and cultural aspects. Experimental identification of the type of approach the elites devise toward order and public security is the objective of the study.This is an applied descriptive study. 234 of the elites were randomly selected to form the statistical sample of the study. Questionnaire was used to collect the required data.The findings of the study are: Elites’ approaches are maily police-oriented; Political, cultural, social, and economic aspects are emphasized respectively; Political and cultural aspects are considered more important on the part of GOVERNMENTAL elites.

In 90s most governments, in responding to various problems adopted New Government Management (NGM) which is known as Managerialism or NGM, and today our country is going in this direction too.Probably one of the most fundamental reasons for this trend was inefficiency of traditional model of managing the state of affairs.Therefore, the governments questioned the fundamental principles of traditioal model and instead of employing an omniscientist manager, they decided to invite economic and management specialists. Moreover, to decrease the costs, they eliminated the borders between public and private activities and changed the work environments of government organizations radically.In this period, because of not having adequate actual income, the government had to maintain the public services in their previous levels. In these circumstances, the only way was to improve productivities. When it was known practically that bureaucratic structures of government couldn’t meet the needs, it wasn’t surprising that politic makers and statesmen raised the following questions: Why government employees have life long contracts and others not? Why not the government employees have short term contracts like other staff? Why don’t we have strict and concrete evaluations in public sectors? Why not governments interact with people, just like markets? These questions and the likes shook the pillars of traditional government management and founded the new managerialism.

Background: Considering the importance of assessing the program of health promotion hospitals (HPH) for elucidating the compliance with the standards, the present study aimed to evaluate the health promotion standards in GOVERNMENTAL and nonGOVERNMENTAL hospitals of East-Azerbaijan. Methods: In the present cross-sectional study, all hospitals in East-Azerbaijan province in 2018 were recruited. The Persian validated World Health Organization (WHO) a self-assessment questionnaire was sent to the director of each hospital and invited to corporate with the study. Self-assessment questionnaire consists of 40 measurable elements that assess management policy, patient’ s assessment, patient information and intervention, promoting health work placed and continuity and cooperation. Independent sample ttest was conducted to compare the mean score of each standard across hospitals type, location, and size. A significance level of 0. 05 was used. Results: Hospitals total HPH score was 56. 06± 21. 27 (out of 100). Among five standards, Standard 3 had the highest score (66. 85± 18. 80), and Standard 4 had the lowest score (47. 79± 19. 12). The capital cities’ hospitals had a significantly higher score in Standard 5 (p=0. 02). Non-GOVERNMENTAL hospitals had a significantly higher score in standard 4 (p=0. 02). There were no significant differences in all five standards of HPH between hospitals with ≤ 200 and >200 beds (p>0. 05). Conclusion: The hospitals in East-Azerbaijan-Iran had moderate compliance with HPH program, and they need to improve their performance especially in the field of providing healthy workplace and offering proper education and health-promoting services to patients after discharge.

Increasing competition led to lesser cost of customer retention than attract new ones. Based on studies, banks and financial institutions lose about 25 percent of their customers annually. In banking system of Iran, privatization and increasing financial institutions as well as diversification of banking services and easy switching for the customer are principal concern of customer churn managers. 1% of Customer churn decreased result in a 6% increase in profit. This study aims to explain causal factors affecting banking customer churn. This paper is practical and it is descriptive-survey. Population is GOVERNMENTAL bank customers in Semnan city which sample of 384 were selected using a stratified random sampling. Data were collected by standard questionnaire and were analyzed using Visual PLS. Results showed “weaknesses in quality of results” by a path coefficient of 0.855 which was higher than other variables effecting negative perception of bank. Also, significant and positive impact of “service failure”, “weakness in interaction” and “lack of responsibility” on “unfavorable perception of Banks’ customers” was confirmed. “Unfavorable perception” through the mediation of “customers rage” (with path coefficient of 0.713), are leading to churn of bank customers (with path coefficient of 0.819), respectively.