Journal of

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Abstract Background: Human resource management has a critical role in organizations and organization culture is an outcome of human resource management performance. One of the dimensions of the organizational culture is power distance. This study aims to investigate the attitude of employees of selected hospitals of Tehran University of medical sciences towards the power distance in the organization and its consequences. Materials and Method: This is a cross sectional study with a descriptive research design conducted in a sample of 306 employees and managers from Tehran University of Medical Sciences hospitals located in Tehran, Iran. A distinctive questionnaire for each group was developed, distributed and collected as a main procedure to gather data. Data were analyzed using SPSS 16. Results: Study results indicates that there is a positive and significant relationship between power distance and employee participation, organizational commitment, job satisfaction, perception of justice and readiness to accept job responsibilities in the level of 95%(p value<0.05). The moderated multiple regression results also supported the hypothesis that managers’ attitude towards power distance had a significant relationship with their manner with the employees, noticing their qualifications and abilities, giving them independence and responsibility and supporting them in their role. Conclusion: A limited power distance in an organization will result in more committed and satisfied employees with positive perception toward justice in the organizational interactions and ready to accept job responsibilities and movement toward the organization objectives.

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Introduction: Hospitals have conflicts because of their complex nature, so they need managers with high emotional intelligence for effective conflict management. There are contradictory results in the correlations between demographic characteristics, emotional intelligence and conflict management; therefore, this study was conducted to investigate the correlation between them in different managerial levels of the hospitals.
Material & Methods: This analytical observational study was conducted on 100 senior and middle level managers (samples) of 8 selected hospitals affiliated to Tehran University of Medical Sciences in 2019.  We used a three-part questionnaire: Demographic characteristics, Emotional intelligence and Conflict management strategies, to collect data. SPSS 20 and statistical correlation tests including Pearson, t-test and analysis of variance were used for data analysis.
Findings: There was a significant direct relationship between the mean score of emotional intelligence and its domains with problem-solving strategy (P <0.001). Also, statistically significant correlations were observed between age, marital status, major, organizational position, and work experience in a managerial position with emotional intelligence (P <0.05). In addition, there was a direct and statistically significant relationship between avoiding and problem-solving strategies with age and work experience, respectively (P <0.05).
Discussion& Conclusion: It is necessary to take appropriate action to raise emotional intelligence and improve conflict management in hospitals, and according to the significant and direct relationships that observed, we can pay attention to select relevant managers for the hospitals.

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Background and purpose: The implementation of key components in the selection of meritorious candidates, ensuring they possess the necessary capabilities for key and sensitive positions, and adhering to the principle of meritocracy in the distribution of power and division of duties and responsibilities among society’s elites, not only contributes to the stability, growth, and development of the country but is also one of the secrets to the success and longevity of leaders. Therefore, this article aims to explain the factors influencing the competence development of public hospital managers, guided by the general policies of the health system.
Methods: The research was developmental in purpose and qualitative in method, utilizing thematic analysis. The statistical population included books, articles, documents, and knowledgeable human resources, comprising government management experts, hospital managers with a master's degree or higher, and at least ten years of experience in hospital management. The study employed a purposive approach with semi-structured interviews, continuing until theoretical saturation was reached (16 interviews)
Results: A total of 18 competence development factors were identified, categorized into 75 components and 671 dimensions. The implementation of the Strauss-Corbin model revealed that causal conditions included leadership, doctors, and staff. Intervening conditions encompassed the economy, research technology, and education. In addition to goals and missions, organizational platform, creativity, services, and structure were considered contextual conditions. Human resource management, public relations, and religion were identified as strategies, while the resulting consequences were classified into expertise, a knowledge-based economy, and internationalization.
Conclusion: According to the research findings, it appears that to advance, upgrade, and excel in hospitals that play a critical role in the health of society, these identified factors can be utilized to enhance the competence of public hospital managers.