Introduction: At the present era, rapid and multi-faceted developments of knowledge and technology, as well as environmental fast changes have provided organizations with new and complicated circumstances. These complex changes place organizations in such an environment full of changes, uncertainty, complexity and dynamism, that is called strategic environment. Such circumstances make organizations inevitable to improve their strategies, and respond to their internal and external contingencies in order to be able to guarantee their meaningful survival in present and future environment. So, it is essential to apply ORGANIZATIONAL strategies and potentialities to communicate more with the society, and give meaningful and desirable response to environmental changes and transformations. Hence, organizations must use ORGANIZATIONAL solidarity- known as an important factor in organization success and effective on ORGANIZATIONAL performance to empower organizations to be able to respond suitably to environmental circumstances and contingencies. Since ORGANIZATIONAL solidarity indicates organization’s ability in planning, and change initiation, it is expected that creating and maintaining ORGANIZATIONAL solidarity strategies could provide necessary ground to create ORGANIZATIONAL favorable changes and developing READINESS for ORGANIZATIONAL changes. To be more specific, the main goal of this study was investigate the effect of ORGANIZATIONAL Solidarity on READINESS for change in the branches of a state bank in Shiraz city.Materials and Methods: The research Approach used in the study was quantitative and the method was survey, with a descriptive goal. Data was collected by using researcher-designed questionnaire of ORGANIZATIONAL READINESS for Change and also ORGANIZATIONAL Solidarity scale (Torkzadeh, Taghizadeh & Moharrer, 2012). Research participants were 221 employee (45 women and 176 men) who were selected by using simple cluster sampling method. All of the participants completed scales of researcher-made questionnaire of READINESS for change and ORGANIZATIONAL solidarity. For inferential statistics and to test the hypotheses, we used Structural Equation Model (SEM) and one-sample t-test. The data was analyzed by SPSS 19 and LISREL 8.54 software' s.Discussion of Results & Conclusions: The results of this study indicated that, ORGANIZATIONAL solidarity explained 0.78 of the organizations READINESS for change. So it can be said that ORGANIZATIONAL solidarity was a significant predictor for READINESS for ORGANIZATIONAL change. It should be noted that the READINESS for ORGANIZATIONAL change and ORGANIZATIONAL solidarity in the field of research as well as higher than moderate level and lower than optimum was estimated. As a whole ORGANIZATIONAL solidarity can directly affect ORGANIZATIONAL READINESS for Change. Practical implications of the findings were discussed.As results indicate, once we could achieve ORGANIZATIONAL solidarity that employees cooperate well to achieve ORGANIZATIONAL common goals and meet each other needs, divide their job responsibilities, and also take responsibilities for their activities or faults. ORGANIZATIONAL solidarity makes employees accept changes, and enhances their READINESS through group interactions and interpersonal relations. Thus, once employees show solidarity, solidarity and empathy while doing duties and performing individual and ORGANIZATIONAL responsibilities, solidarity is considered as a bed for ORGANIZATIONAL desirability achievement and creating appropriate changes. Thereby, it’s expected that ORGANIZATIONAL solidarity will provide ORGANIZATIONAL READINESS for change.

Surfing sites of renowned Iranian firms, it can be recognized that they are just using few of web 2.0 tools such as social networks and RSS for achieving their business goals. Enterprise 2.0 is a new concept and it effects all dimensions of organizations. Therefore getting ready for it before implementing Enterprise 2.0 concepts and technologies in the organization is essential. The goal of this paper is presenting an ORGANIZATIONAL READINESS Model for Enterprise 2.0, by which firms can calculate their ORGANIZATIONAL READINESS for Enterprise 2.0. For this purpose, after reviewing literature, an initial model was developed and after asking the opinions of experts, final model was developed. The final model includes 5 stages for ORGANIZATIONAL READINESS named Stimulation of Interest, Initiation, Legitimization, Decision to Act, and Action. It is also composed the factors named High market risk, External and social pressure for Enterprise 2.0 adoption, Familiarity with Enterprise 2.0 benefits, Fitness of needs with Enterprise 2.0, Existence or development of Enterprise 2.0 goals and strategies, Alignment of Enterprise 2.0 goals with ORGANIZATIONAL goals, Positive attitude and tendency of management and employees toward Enterprise 2.0, Senior management support and commitment, Presence of an appropriate ORGANIZATIONAL culture, Presence of pioneers and champions, Presence of a good and qualified technical team, Presence of a flat ORGANIZATIONAL structure, Determining the target audience, and Holding Enterprise 2.0 training programs and seminars.

Background: We aimed to investigate Tehran’s University of Medical Sciences (TUMS) affiliated hospitals ORGANIZATIONAL READINESS toward implementing the ‘Autonomous Hospitals’ program as a change initiative from a managerial perspective in 2020. Methods: A census covering all eligible managers working in TUMS affiliated hospitals, Tehran, Iran (350 individuals) was carried out. Overall, 281 questionnaires were returned (a 30% non-responsiveness rate). A standard construct was adopted for data collection which was validated through a process of translation- back translation, face validity, and content validity (CVI=0.86, CVR=0.76). The reliability was acquired using Cronbach’s alpha coefficient (0.87 and over 0.7). Both descriptive and inferential statistics were employed to draw conclusions .SPSS 26 was used for data analysis. Result: Total ORGANIZATIONAL READINESS for change (TORC) in hospitals was 60.75%±10.11 showing a state of medium to upper-medium READINESS status. Also, the 'Clear mandate and centralized leadership' theme scored the lowest mean (53.02%±15.78) for ORC. 'Hospital accreditation level' (r=-0.14, P≤0.05), ‘bed occupancy rate’ (r=-0.19, P ≤0.05), and 'leadership status' (r=0.26, P≤0.001), also showed significant association with TORC. In addition, 'standardized bed occuPancy rate' (P≤0.05, B=-2.41), a 'male' leader (P ≤0.05, B=3.42), and 'academic affiliation' (P≤0. 1, B=-9.52), were good Predictors of TORC based on ‘Backward Multiple Linear Regression’ analysis. Conclusion: Full support from hospital and headquarters executives, delegation of sufficient decision-making authority to hospital managers, and implementation of comprehensive performance EVALUATION criteria were prerequisites for robust hospital autonomy in TUMS-affiliated hospitals.

Most of organizations are working in an environment in which, their business is exposed to inevitable changes. So, these organizations need to adapt their business processes according to the changes constantly, to maintain their competitive advantages. The risky nature of business process management requires a careful examination of key factors and failure causes. Therefore, the main goal of the current research is to provide a change management model for implementing business process management. To reach to the goal, the combination of Dematel and Fuzzy ANP methods are used. The method used in this research is applied-developmental in terms of purpose and descriptive in terms of analysis. Also, based on the type of data, it can be considered as a survey. In the first step, through comprehensive literature review the effective management factors affecting the implementation of business process management were identified and extracted. In the next step, Fuzzy Delphi technique was used to screen the identified variables. Subsequently, with a survey of experts in the field of change management, key factors were grouped into 7 main factors. In the next step, the internal relations between the main factors were calculated using Dematel method. Then, Dematel and Fuzzy ANP were combined to calculate the weights and rank the factors. Identifying the causal factors and prioritizing the effective change management factors in implementing business process management in organizations is one of the important results of the research.

Background and Aim: The organizations intends to launch a comprehensive online ready system in all affiliate categories. Since the success of any project in the organization depends on having the necessary knowledge of the various dimensions of the organization and if you are not aware of the prerequisites for its implementation in the organization, we will face failure, so this study to assess the READINESS of one category Subsidiaries of military-police enforcement organizations were implemented to implement a mechanized online net system. Method: This research is of descriptive-analytical type and is in the category of applied research and its method is survey. In this study, using the Mackenzie 7S model and highlighting the ORGANIZATIONAL culture in its seven dimensions, the READINESS of the organization was assessed. The statistical population of this study included 55 managers and experts of the organization's specialized READINESS management. Field information was collected by a researcher-made questionnaire. Findings: After collecting data and analyzing it, the READINESS of the organization in various dimensions of research has been obtained separately by components and final proposals have been presented accordingly. Results: The analysis shows that the organization is in four dimensions of employees, management style, systems and strategy with moderate READINESS and in terms of four dimensions of common values, skills, ORGANIZATIONAL culture and ORGANIZATIONAL structure in good condition in terms of READINESS.