Introduction: In the near future, no factor like Information Technology (IT) is able to change the structure of ORGANIZATION. In this research the effect of IT on triple dimensions of ORGANIZATION structure includes complexity, formalization, AND centralization was evaluated.Methods: In this cross-sectional AND analytical-descriptive research, staffs from in ten study hospitals that had administrative posts AND were IT specialists were studied. These ten hospitals were selected rANDomly. All data are collected by observation, interview AND questionnaire (Rabinz AND CSF). We analyze data using STATA (900), Pearson correlation linear AND multiple regression tests.Results: There was significant relationship between the overall status of IT AND centralization (P = 0.01) AND formalization (P=0.06). In most of the cases the five dimensions of IT (including network, hardware, software, staff AND utilization) had significant effect on utilization with formalization from the triple dimensions of ORGANIZATION structure.Conclusion: Though the influence of IT was not in a way that leads to fundamental change in the structure of the studied hospitals but it seems that IT had significant effect on utilization with formalization dimensions of ORGANIZATION structure.

Background: This study aimed to study the effect of ORGANIZATIONal structure AND its dimensions including complexity, centralization AND formalization on the strategic human resource management (SHRM). Methods: The study was applied-developmental AND descriptive-correlational method. Interviews with experts AND library studies were used to determine the dimensions of SHRM. The data were collected rANDomly using a researcher-made questionnaire whose validity AND reliability were confirmed from a sample of 140 official staff of the university, with validity (KMO = 0. 729) AND reliability (Cronbach's alpha = 0. 892) confirmed by the experts was used to conduct the study that had 57 items for SHRM in the Universities AND 27 items for ORGANIZATIONal structure AND rANDomly distributed among 140 university staff AND 95 questionnaires were collected. SPSS24 AND AMOS23 software were used for data analysis. Results: Complexity, centralization AND formalization dimensions, respectively, affect the ORGANIZATIONal structure by 0. 69, 0. 69 AND 0. 82. The effect coefficients of human resource environment, human resource insight, goals, strategy AND human resource systems were, respectively, 0. 18, 0. 34, 0. 76, 0. 56 AND 0. 79. The effect coefficients of the ORGANIZATIONal structure AND its dimensions (complexity, centralization AND formalization) on SHRM in the Universities were, respectively, 0. 506, 0. 118, 0. 142 AND 0. 360. Conclusion: A lot of attention has to be paid to the level of human resource activity to maintain the Universities in this critical competitive position AND upgrade it from administrative duties to aligning with the level of business strategy AND as an important decision maker.

Background: ORGANIZATIONal intelligence increases access to knowledge in ORGANIZATIONs, can create competitive advantage in order to improve efficiency AND effectiveness in ORGANIZATION. But that are affected by the structural dimensions of centralization, formalization, complexity (which reflects the characteristics of the internal ORGANIZATIONs). This study aimed to investigate the relationship between ORGANIZATIONal structure AND ORGANIZATIONal intelligence in Arak medical university affiliated teaching hospitals.Materials AND Methods: In this cross-sectional study, the research community was consisted of official staff that had high school diploma AND working in hospitals which all of them were included in this study. Tool for data collection was Robbins ORGANIZATIONal structure questionnaire AND also Alberkht ORGANIZATIONal intelligence questionnaire. Data was analyzed by running SPSS 16.Results: The results were show a significant correlation between the ORGANIZATIONal structure AND intelligence in teaching hospital (r=-0.612 AND p=0.001). The relationship between the complexity AND ORGANIZATIONal intelligence was not significant (r=0.157 AND p=0.53), but in two other dimensions of ORGANIZATIONal structures (degree of formalization AND centralization) with ORGANIZATIONal intelligence significant relationship was obtained (r=- 0.693AND p=0.001 AND r=0.711AND p=0.001 respectively).Conclusion: Based on our findings, teaching hospitals can review current situation about ORGANIZATIONal structural dimensions particularly through decreasing centralization AND formalization to provide necessary field for developing AND implementation of ORGANIZATIONal intelligence.

2Background AND aims: Psychological empowerment is a crucial factor in driving performance improvement within the healthcare AND treatment system. As an ORGANIZATIONal strategy, it plays a vital role in enabling employees to take on more responsibilities in decision-making processes AND enhances their engagement in controlling ORGANIZATIONal procedures. ORGANIZATIONal citizenship behavior (OCB) is a key variable influenced by psychological empowerment (PE), leading to the development of employee performance AND ORGANIZATIONal productivity. This research aimed to investigate the relationship between PE AND OCB within the healthcare AND treatment sector. Methods: This applied study is a descriptive-survey. The research sample consists of 165 employees from the Babolsar Healthcare AND Treatment Network, selected through simple rANDom sampling. Data was gathered using stANDard scales for demographic information, PE, AND OCB. Results: The findings indicate a positive AND significant correlation between PE AND employees' OCB (p<0.001). The structural equation model demonstrates that PE can predict OCB AND its dimensions effectively. The model fit indices suggest a good fit (χ2/df=2.14, GFI=0.91, NFI=0.93, AND RMSEA=0.084). Conclusion: Conclusion: The PE AND its components contribute to the enhancement of OCB among employees. Managers are recommended to focus on fostering employees' OCB development AND improving performance levels through training, education, AND the promotion of psychological empowerment skills.

Introduction: Today's ORGANIZATIONs are looking for factors that create a competitive advantage. Human resources are one of the best factors in creating a competitive advantage. Human resource strategies focus on the ORGANIZATION's goals, what needs to be done, AND what needs to be changed. Therefore, the realization of growth AND development strategies depends on the desirability of human resource strategies. The present study aimed at investigating the effect of human resource strategies in hospital industry development considering the mediating role of competitive advantage. Methods: The study is applied in terms of purpose AND descriptive-correlational in terms of data collection. The statistical population included private AND public agencies AND ORGANIZATIONs related to hospital industry AND hospital industrial development. Using Cochran's formula, 265 people were determined as a statistical sample AND a simple rANDom sampling method was used to distribute the research questionnaires. To collect data, three questionnaires, including human resources strategy questionnaire, hospital industry development questionnaire, AND competitive advantage questionnaire were used. To analyze data, the structural equation technique in the form of SMART PLS software was used. Results: The results revealed that the competitive advantage mediated the relationship between human resource strategy AND hospital industry development. In fact, the direct impact of human resource strategies on industrial development was 0. 343 AND indirect impact of human resource strategies on industrial development mediated competitive advantage was 0. 228. Conclusion: The research results suggest that human resource strategies should create competitive advantages to move towards hospital industry development based on existing potentials in the province.

Introduction: Providing high quality care in emergency room is highly critical.This research was planned to compare emergency room stANDards of the Iranian Ministry of Health with those of ISO9001 (version 2000)Method: This descriptive study compared ISO 9001 stANDards with items listed in Booklet- Al (Iranian Ministry of Health StANDards for Emergency Departments). Expert views were sought for the possibility of such comparison. Validity AND reliability of Ministry's stANDards AND ISO 9001 stANDards were already ascertained in previous studies. Descriptive methods were applied for data analysis.Results: For 51-itemed ISO 9001, 47.6% were comparable with Ministry's stANDard items, whereas 52.4% did not match with any of the Ministry's stANDards. Eighty two 'Percent of Ministry's stANDards were found at least in one of the ISO 9001 items.Conclusion: Ministry's stANDards seem not to include many of the items of ISO 9001, therefore lacking a comprehensive approach towards all aspects of Emergency room activities such as process, management AND ORGANIZATION. Revision of Ministry's stANDards according to the ISO 9001 stANDards seems to be necessary.

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 Hongming 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, technical innovation AND technical innovation were between 4.17-4.5, 4.47-4.8 AND 4.3-4.6 respectively, 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.

Introduction: Evaluation of human resources requires proper indicators for its performance measurement. In fact, compiling indexes consider as the basic source of information evaluation.The aim of this study was to compiling the basic human resources indicators in health system to provide enough information to evaluate human resource management in this sector. This work developed by designing a conceptual framework to compile AND classify the indicators.Methods: In this descriptive/ applied study, which carried out in 2006-7, the research sample was human resources office of University of Medical Sciences in Isfahan. To implement various stages of the scientific projects a conceptual framework for the project was designed AND according to it the indicators was compiled using IPPO model AND validation of the method was performed using concentrated discussion groups.Results: The designed indicators were categorized in seven groups, including input, process, output, efficiency, effectiveness, productivity AND outcome. Total indicators in this index were 60.The final score of University Human Resources Department was 1042 that had been allocated 63% of the total score.Conclusion: Indicators considered as the most important tools in monitoring AND evaluation activities of units of human resources in ORGANIZATIONs. Hence, compiling indicators, as a human resources information system evaluation tool at different levels of health system is the most important tasks of managers AND experts in this field.

Background AND Objectives: Hospital accreditation is used as a tool to improve the quality AND safety of patients. The effectiveness of accreditation depends on the content of the stANDards. Considering the role of executive management team of hospitals in the implementation of accreditation stANDards, this research was conducted with the purpose of evaluating the viewpoint of executive management team of hospitals of Qom province in terms of the third generation of accreditation of hospitals. Methods: This descriptive cross-sectional study was carried out in 2017 using a questionnaire in 5 sections. The statistical population consisted of the executive management team of all hospitals in Qom province, which was selected by census method. Data were analyzed by descriptive AND inferential statistical methods. Results: The level of agreement of the executive management team of the hospitals with the sections of content, implementation, AND the effects of accreditation was in the medium range AND in terms of methodology AND expectation of the accreditation was in the agreement range. The highest agreement was reported with the expectation section AND the lowest agreement was with the implementation of the accreditation stANDards. Conclusion: The results of this study showed that elimination of deficiencies in the structural resources of hospitals, removal of uncertainty about the scale, the weight of the evaluation scores, the coordination AND unity of procedures among accreditation assessors, AND the effort to attract more physicians, can be effective in achieving the goals of accreditation of hospitals.

Background: ORGANIZATIONal effectiveness AND elitism contribute to ORGANIZATIONal efficiency, this can increase job satisfaction AND income level. This study aimed to find an optimal model for elitism AND relevant factors affecting ORGANIZATIONal effectiveness. Method: This research was applied in terms of objective AND was survey research in terms of method. The statistical population comprised all employees working in National Iranian Copper Industries Co. (N=9200). The sample size (n=369) was calculated using the Cochran formula AND selected through stratified rANDom sampling. The data were collected through factors related to elitism AND ORGANIZATIONal effectiveness. Data analysis was done using Structural Equation Modeling (SEM) based on path analysis through LISREL 8. 8. Results: major relationship exist between human resource management (0. 54), individual (0. 66), procedural (0. 60), communicational (0. 83), ORGANIZATIONal (0. 97), environmental factors (0. 46), AND ORGANIZATIONal effectiveness. There was a direct correlation between the variables mentioned above. Conclusion: There was a significant relationship among the factors related to elitism AND the ORGANIZATIONal effectiveness of National Iranian Copper Industries Co.