Journal of

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Background: of this study try to determine the Relationship between organizational culture & organizational Maturity of staffs in Isfahan Medical University Hospitals (IMUHs ).

Material and Methods: Three questioners (organizational culture , organizational Maturity) was used for accomplishment of this descriptive & Corelational research.The reliability of These questioners was assest with the cronbach alpha coefficient .this questioners were distribute between 360 employees of IMUHs .Data was analysed by SPSS software.

Results: Funding showed that the organizational culture scores of 5 hospitals were average & 6 hospitals were lower than average . The level of organizational Maturity was average .

Conclusion: There was a significant relationship between organizational culture & organizational Maturity .Hospital Manager should change their organizational culture in order to increases the level of organizational Maturity .

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Background: One of the main goals in each organization is to achieve success. The only way to achieve this goal is resort a kind of systematic, native and functional views. Remarkable successes in the recent decades by organizations with the minimum facilities and failure of the organizations by the best material capabilities is on the other hand, demonstrates the significant role in non-material and spiritual factors in reach to success. The organizational culture is considered as an effective factor in organizational performance. The present study has been done to find relationships between these two categories organizational culture and organizational success in the public hospitals of the Kerman cities (Kerman, Sirjan, Rafsanjan). Materials and Methods: This was a descriptive analytical cross-sectional study during the last six months in 2009.The sample size composed the public hospitals in three selected cities of the Kerman province. To define organizational culture, Richard Deft Model was used, and also to identify the organizational success orator elements were used. Simple random sampling used to choose samples and the Cochrane Formula used to define sample size. The gathered data were analyzed by descriptive (frequencies tables and diagrams) and analytical (correlation tests: Pearson, Spearman, XSquare, t-tests, ANOVA test) statistics methods through SPSS software. Results: The results showed that among all kinds of existed organizational culture, bureaucratic culture was the dominant culture with average score 3/162 and the others were: participatory:2/722, flexibility:2/525 and missionary:2/405 respectively. Comparing average score of organizational success elements showed that flexibility element with average score 2/96 was the most important element and the others were: cohesiveness: 2/885, speed:2/88 and innovation:2/725 respectively. The dominant organizational culture of subordinate hospitals in the Ministry of Health and Medical Education are bureaucratic culture. The dominant culture in subordinate hospitals of the Social Security Organization is a participatory culture. Also the average number of organization success in subordinate hospitals of the Social Security Organization is significantly greater than the average number of organization success in subordinate hospitals of the Ministry of Health and Medical Education. In relationship between the organizational culture and organization success, the participatory culture only had a positive correlation with organization success and in the other cultures, either an assumption of lack of relationship confirmed or a negative correlation was concluded. Conclusion: Hospitals are the main organizations in providing services in the health care system in each country. Implementing participatory culture, increasing hospital flexibility in an accountability to customers and patients needs play basic roles in patient’s satisfaction to achieve the main mission of the hospital organization that is providing services

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Background: Patients' safety is a critical component of health care quality. As health care organizations continually strive to improve, there is important growing recognize of establishing a culture of patients' safety. To establish a safety culture in a healthcare organization, the first step is measuring the current culture. The aim of the study was to measure physicians, nurses and Para clinical personnel perceptions in patient safety culture in Tehran's selected hospitals, and to compare findings with U.S. hospitals.
Materials & Methods: Physicians, nurses, and Para clinical personnel who worked in training hospitals affiliated with Tehran university of medical sciences were asked to complete a self-administrated patients' safety culture survey (n = 145). Data collection was carried by using the Persian version of HSOPS, developed by Agency for Healthcare Research and Quality (AHRQ). Cronbach's alpha and chi-square tests were employed in statistical analyses.
Results: Among the dimensions of patients' safety culture with the highest percentage of positive responses the teamwork within units (67%) was higher, whereas that with the lowest percentage of positive responses was non-punitive response to error (51%). Except to Handoffs and transitions dimension the entire dimension scores were lower than the benchmark scores. The study revealed that more than half of the participants were not reported the errors.
Conclusion: Improving patients' safety culture should be a priority among hospital administrators. Meanwhile, Healthcare staff should be encouraged to report errors without fear of punishment action.

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Background: Patient safety is one of the most important components of health care quality. Given that assessing the current culture of patient safety is the first step in improving patient safety, we decided to translate and validate one of the most used patient safety culture assessment tool (HSOPS questionnaire) for the first time in Iran, and in this way take a step toward improving patient safety in our hospitals.
Materials & Methods: This cross sectional study was done among four general hospitals of Tehran University of Medical Sciences (TUMS), which were selected purposefully. Questionnaires randomly distributed among 420 members of the study population, and were collected after completion. Results were analyzed using Confirmatory Factor Analysis (CFA), internal Consistency and correlation.
Results: The value of Fitness function (FF) was 14.25 and according to that, the value of Goodness of Fit Index (GFI) was 0.96. Almost in all of the dimensions, the internal consistency of items in the translated Persian questionnaire was lower than the original one and ranged between 0.57 to 0.8.
Conclusion: Regarding to the findings of this study the Persian translation of the HSOPS questionnaire is a valid tool for the assessment of patient safety culture in Iran's hospitals.

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Background: Health service providers' attitude profoundly influence quality of patient care and safety, and lead to increase effectiveness, cost controlling and decreasing complaint. This study aims to examine staff attitudes' about patients' safety culture in Noor & Ali Asghar hospitals in Isfahan province.
Materials & Methods: The survey was a cross-sectional study and was done in 2011. Data were collected from all the staff groups in hospital (n=106). A standard questionnaire from Agency of Healthcare Research and Quality (AHRQ) with a =79% is used to evaluate staff attitudes' toward different aspects of patients' safety culture. This study used SPSS 16.0 to perform the statistical analysis.
Results: The response rate for the survey was 89%. The study revealed that 53.7% of the personnel were not reporting errors in 12 months before. Results showed that the average of staff attitudes' scale toward patients' safety culture was (64±5.28) the highest scale was belong to supervisor/ manager expectations & actions promoting patient safety (72.8±15.8) and the lowest one to handoffs & transitions (56.4±14.8).
Conclusions: According to scale of staff attitudes about patients' safety culture and its effect on service quality, doing reengineering of work environment, Patients' Safety Initiatives including personnel collaborative, communication openness about error, designing of education plan and making error reporting should be recommended.

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Background: Increaseing efficiency and effectiveness is the ultimate goal of staff training. Determining and being aware of staff training`s results efficiency is the necessity of learning transfer process and environmental identification which can complete the training cycle and leads to more effective plans and training activities. This study is aimed to predict the relationship between the aspects of learning environment and transmission of learning in Milad Hospital from clinical staff`s viewpoints. Materials & Methods: In this study, 306 people from different hospital's wards were selected by random sampling. The data were collected using Bartram et al learning questionnaire and researcher-made questionnaire of training transmission.The data were analyzed using Pearson correlation test and regression analysis. Results: There is a significant relationship between learning environment and learning transmission with correlation coefficient of 0.604 and coefficient of determination of. 0.604 with positive direction. About 0.60% of training transfer can be clarified by learning environment. Conclusion: Identifying the elements of learning environment is essential to enhance learning transfer to workplace. Learning transfer can lead to the development of organizational learning and sharing skills in order to optimize quality of services provided for clients and patients.

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Background: Health care providers`culture about the patient safety means accepting and considering patient safety as the first priority and organizational core value or health center`s staffs beliefs, perceptions and trends of on patient safetywhich is reflected in their behavior. This study is aimed to assess nurses perceptions of patient safety culture`s dimensions which is working in hamadan`s hospital. Materials & Methods:The method of this study is descriptive- analytical type and statistical society includes 215 nurses of 3 hospitals of Hamadan which had been selected by random sampling. Stanford patient safety culture questionnaire was used to assess dimensions of patient safety culture.The data were analyzed by SPSS 15 software and descriptive tests. Results: The result indicated that all dimensions of patient safety culture through nurses` perception are weak . Among these dimensions, the " Unit Leadership for Safety " with 25.21 percentage and "Learning and Feedback " with 41.82 percentage were the lowest and highest positive rating in all three hospitals respictively . Conclusion: According to weak rate of all patient safety culture`s dimensions in studied hospitals, performing training programs by head nurses is suggested in order to improve cultural concepts such as establishing “supportive mechanisms for patients families” and "culture of discussion of errors among nurses" .

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Abstract Background: This study attempts to review dimensions and indicators of organizational culture in Petroleum Industry Health Organizations utilizing Denison navigation framework and provide practical solutions to improve the situation based on strengths and weaknesses identification. Material and Methods: Thisapplied study was a descriptive - analytical one which performed using field assessment.Population study included all staffs of the organization's headquarters in Petroleum Industry Health Organization using systematic random sampling based on employeeslist and 110 staffs were selectedfinally. SurveyingOrganizational Culture Denison (DOCS, 2007) was used for data collectionin which the overall cultureOrganization and its characteristics and indicators were measured and the results compared with the global average. Results:The overall score of the corporate culture was in the middle status (2.8) and score of four maincharacters had fluctuation in the range 2.6 to 2.9. Fundamental values (3.1) had the most score and customer orientation (2.2) and development of capabilities (2.4) obtained the least scores in 12th indicators which these two indicators were identified as significant points to improve organizational culture. Conclusion:The scores revealed considerable distance with average global rates, but the scores are similar to other Iranian studies. The weakness of organizational culture in two indicators including “customer orientation” and “development of capabilities”can affect optimal organization performance through organization's compliance ability with environmental changes

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Background: Knowledge management plays an imperative role in the success of organizations. Many factors such as organizational culture affected on knowledge management. Therefore, this study aims at investigating the association between dimensions of organizational culture with knowledge management.

Materials and Methods: A cross-sectional descriptive analytical study was conducted in 2013. Three hundred twenty two employees of three hospitals related to the Zahedan University of Medical Sciences selected through a stratified-randomized sampling. Standard instrument of organizational culture and a self-designed questionnaire of knowledge management were used for data collection. Collected data was analyzed using SPSS version 18 by descriptively and inferential statistics methods.

Results: study results indicated that there was a positive and significant association between organizational culture and knowledge management. Also, results on other objectives pointed out a positive and significant association among dimensions of organizational culture (clan, market, adhocracy) and knowledge management. There was a negative and significant relation between organizational bureaucratic culture and knowledge management.

Conclusion: Organizational culture is one of the most important tools of a successful implementation of knowledge management in organizations. Modifications of organizational culture in health care teaching hospitals of Zahedan University of medical sciences should be set towards establishing knowledge management considering organizational tribe culture and organizational adhocracy culture more than other cultures.

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Background: Organizational culture has a crucial role in hospitals’ productivity. The success or failure of strategies and plans in organisational change depend on organizational culture. This study aimed to examine the organizational culture of Tehran hospitals in 2014.

Material  and Methods: This descriptive-analytical study was carried out in 18 hospitals (public, private and semi-public hospitals) that were selected out of 114 hospitals of Tehran using quota- randomized sampling method. About 696 employees in diagnostic, curative, administrative and logistic departments participated in the study. Data was collected through a valid and reliable questionnaire and analyzed using SPSS20. Spearman, U Man- Whitney and Kruskal- Wallis statistical tests were applied.

Results: The mean score of organizational culture was 3.62 out of 6 (moderate). There was a significant relationship between organizational culture and the type of hospitals (p=0.002). The mean score of organizational culture was higher in Private and Semi-public ecurity hospitals respectivey. Attention to details and customer orientation dimensions were high in public and semi-public hospitals and private hospitals respectively. The most and the least mean score of organizational culture was related to administrative and support services units. 

Conclusion: Organization culture was evaluated in moderate status in hospitals of Tehran city. Thus, it is recommended  that hospital managers  improve hospitals 'organizational culture  specially in creativity, innovation, integration and teamwork dimensions using organizational engineering culture plans.

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Background: Today, in order to reduce costs along with the realization of superior qualities, assignment of all or part of the responsibility for performing a specific organizational task outside the organization is a great importance. Therefore, this study aimed to assess the role of corporate culture on the quality of working relationships in outsourcing activities at Tehran University of Medical Sciences.
 
Materials and Methods: This research was a correlational study. The study population consisted of all the staff of the outsourced units of Tehran University of Medical Sciences. Staff who were in contact with outsourced units included 600 individuals. To collect data, a questionnaire based on Zoghbi et al study (2014) was utilized. Two hundred fourteen analyzable questionnaires were collected using multistage cluster sampling method.
 
Results: Structural simulation results with LISREL software revealed that corporate culture had a positive impact on the quality of working relationships during outsourcing of activities. Hierarchical culture was associated with adverse impacts on disruptions in customer service and orientation. Ethnic culture had a positive effect on both components. The market culture had a positive impact on obstruction and had a negative effect on customer oriented. Temporary culture had no significant impact on both of components.
 
Conclusion: given that the quality of working relationships between staffs of outsourced units and organizational staffs is of utmost significance for organizational productivity; the interest of managers affiliated to Tehran University of Medical Sciences regarding corporate culture, and also, strengthening hierarchical and ethnical culture is noteworthy to improve customer orientation and reducing disruptions in customer services.
 

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Background: One of the main components of the quality of health services is patient safety. This study aimed to determine safety culture status of psychiatric patients from the viewpoint of the medical staff of Ibn Sina and Hafez hospitals in Shiraz.
 
Materials and Methods: This descriptive-analytic study performed as a cross-sectional one in 2017. The study population included 165 health care personnel of the hospitals which were selected by census sampling. The study tool was a standard questionnaire for the hospital's safety culture. Data were analyzed using descriptive statistics and independent t-test, ANOVA, Pearson correlation coefficient and multivariate linear regression using SPSS version 23 software at a significant level of α = 5%.
 
Results: The average of safety status of the patients calculated 154.62 ± 19.74. The patient safety culture was estimated at an acceptable level (64.1%). The dimensions of personnel affairs (36%) and non-punitive responses to errors (34.7%) were in an unfavorable situation. There was a significant association between the employment status of personnel and patient safety (P<0.05).
 
Conclusion: Despite the acceptable condition of the patient's safety culture, however, the dimensions of the non-responsive response to the mistakes and issues related to the personnel were in an unfavorable situation and require prompt and appropriate actions. It is suggested that hospital authorities to provide the necessary interventions including cultures for reporting of errors, organizing comprehensive training programs, and continuously improving the clinical governance system.
 

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Background: Organizational culture is one of the important predictor of organizational effectiveness, and a key factor success of the organization as a competitive advantage. Todays, a continuous assessment of organizational culture status is considered essential; therefore, this study aimed to identify and measure organizational culture of the Ministry of Health and Medical Education.
Materials and Methods: This descriptive-analytical study was conducted on the headquarters of the Ministry of Health and Medical Education in 2018. The study population consisted of all employees of the Ministry of Health and Medical Education (N=2200), 327 personals were selected through Cochran formula and stratified sampling method. The data collection instrument was a researcher-made questionnaire whose validity and reliability were confirmed (Cronbach's alpha =86.5%). In order to data analysis SPSS₂₄ using descriptive and inferential statistics tests were utilized.
Results: The mean score of total organizational culture was 3.30 ± 0.70 from 5 which was higher than the theoretical average. Also, there was also a significant difference in partnership dimension in terms of employment type and in participation dimensions, accountability to the upstream institutions as well as total organizational culture score in terms of deputy. There was a direct statistical association between dimensions of organizational culture.
Conclusion: According to study results, strong organizational culture will lead to improved performance in the organization and alignment of individuals and activities. Given the importance of specific role of culture in each organization, plans success and change strategies, human resources managers should take appropriate actions to improve internal and external communication and increase teamwork and accountability. 
 

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Background & Aim: The purpose of this study was to investigate the current organizational culture in Tehran University of Medical Sciences, which is to be considered in order to strengthen organizational culture.
 
Material & Method: The present study is a descriptive cross-sectional study and an applied research-based survey that was conducted in Tehran University of Medical Sciences in 2019. The sample size was calculated and analyzed using Cochran's formula for 306 people. In this study, Denison's Organizational Culture Questionnaire was used to collect data. Data were analyzed using SPSS software, descriptive statistical methods, one-sample mean and Pearson Correlation Tests.
 
Results: The average of organizational culture in Tehran University of Medical Sciences, in each component, culture of Involvement (2.29), culture of consistency (2.63), culture of adaptability (2.66) and culture of mission (2.58), Which represented a higher-than-average culture in all aspects of Denison's view.
 
Conclusion: The organization should do some corrective actions with respect to the components of adaptability (subculture of organizational learning) and Involvement (Capability Development), which has earned a lower score.
 

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Introduction: In the present era, the implementation of open innovation process is necessary for any organization, and hospitals as the main medical centers are no exception. In fact, hospitals, as health operational units, are always directly exposed to changes in the field of health services. Therefore, the present study has investigated the factors affecting open innovation in public hospitals in Guilan province.
Methods: From the point of view of purpose, this research is an applied study and in terms of data collection, it is in the category of descriptive research, which was conducted cross-sectionally in 1400. The statistical population of the study was 1600 senior managers and staff of public hospitals in Guilan province. For sampling, a non-randomized judgmental sampling method was used to access community members (senior managers and employees with at least a bachelor's degree). 250 questionnaires were used to perform the test. Data collection tools are standard questionnaires. The reliability of the questionnaire was confirmed through Cronbach's alpha, and the validity of the questionnaires was confirmed through the face and content validity, convergent and divergent validity. The structural equation modeling method has been used to test the research hypotheses. The software used in this research is SPSS 26 and Smart PLS3.
Results: The results of the structural equation modeling test showed that among the external factors, cooperation with partners and the user, among the internal organizational factors, organizational structure, exploratory learning, and organizational culture, and finally among the individual internal factors, organizational motivation affects the open innovation of public hospitals in Guilan province. The impact of trust between partners, technology, personality traits, and knowledge on hospital open innovation has been rejected.
Conclusion: In collaboration with other health care services, universities, and users, hospitals should develop appropriate policies to transition from a closed innovation system to open innovation, and support effective measures in this regard.

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Background and Purpose: Today, the use of strategic management accounting techniques within organizations is expanding rapidly. However, the implementation of these techniques and the examination of variables affecting them in hospitals remain largely unexplored. The aim of this research is to investigate the impact of accountants' networking on the use of strategic management accounting techniques, considering the moderating roles of hospital information systems and organizational culture.
Methods: This descriptive-correlational study utilized a 43-question questionnaire, whose validity and reliability were confirmed. The statistical population consisted of all employees and accountants in the finance and accounting departments of hospitals in Kerman, totaling 141 individuals. The census method was used to complete the questionnaire, with 139 questionnaires returned. Structural equation modeling and Smart PLS 3 software were used to test the research model.
Results: Statistical indices confirmed the model's appropriate fit (GOF=0.738). Networking of accountants, hospital information systems, and results-oriented culture positively influence the use of strategic management accounting techniques, whereas innovative culture has no effect. Additionally, hospital information systems and results-oriented culture positively moderate the relationship between accountants' networking and the implementation of strategic management accounting techniques, while innovative culture does not have any moderating effect.
Conclusion: This research contributes to the expansion of strategic management accounting techniques in hospitals and highlights the importance of influencing factors. Hospitals should apply these techniques while giving due consideration to the factors that affect them.