Journal of

Background and Aim: Benchmarking is known as the process of searching for the best where organizations are motivated with growth and development effort to identify successful experiences and achievements, and also improvement of functional indicators. This study was aimed at determining the frequency of benchmarking by managers and experts of Abadan School of Medical Sciences in the past two years. 
Materials and Methods: A cross-sectional study was conducted in 2014. The population of study was all managers and experts of Abadan School of Medical Sciences that were chosen by the census. A researcher-made questionnaire was utilized to collect data containing demographic characteristics (8 questions) and registration table of patterned cases (4 open and close-ended questions) which its validity and reliability were approved. The collected data were analyzed by SPSS18 software.
Results: From the 139 managers and experts, 56 (40.3%) persons used 106 cases of successful experiences and achievements of other organizations to improve and develop their organizational performance including 67 cases (63.3%) in the area of management and organizational, 96 cases (90.6%) in the government agencies, 103 cases (90.6%) in Iran and 44 cases (41.5%) through site visit. There were no significant relationships between personal and organizational variables with benchmarking (P>0.05).
Conclusion: Given the present findings, benchmarking in Abadan School of Medical Sciences was low. Therefore, designing and implementing intervention programs appeared to be likely beneficial for promotion and development of benchmarking.  

Background and Aim: Organizational commitment is one of the important elements in improving the quality of services and nursing job. Since, the professional behavior is one of the most important variables in organization success, the present study was designed with the aim of determination of 
relationship between nurses' professional behavior and organizational commitment. 
Materials and Methods: This was a cross sectional and descriptiveanalytical study. Research statistical society included all nurses in Abdanan, Darehshahar, and Dehloran in Ilam Province of Iran (N=198). Hundred and thirty one people were selected using Cochrane's formula and random sampling. Data was collected via professional behavior questionnaire and organizational commitement questionnaire. Data was analyzed via descriptive and analytical statistics. 
Results: The result of Pearson correlation test showed that there was a positive and significant relationship between professional behavior and organizational commitement (p<0/01=, r=0/558). Also there were positive and significant relationships between professional behavior and nurses' emotional commitement (p<0/01, r=0/435), nurses' continuous commitement (p<0/01, r=0/506) and nurses' normative commitement (p<0/01, r=0/519). 
Conclusion: There was a significant relationship between professional behavior and organizational commitement of nurses. Therefore, we suggest that hospital executives and policymakers provide appropriate situation for improving the variables of nursing professional behavior. 

Background and Aim: Organizational agility is regarded an important factor for hospital effectiveness. Considering the necessity of hospital effectiveness, focus on organizational health can ensure the future success of an organization. This study mainly aims to determine the relationship between organizational agility and organizational health in hospitals affiliated to Shahid Beheshti University of Medical Sciences (SBMU).
Materials and Methods: This is an applied, descriptive-correlational research. The population of the study included all SBMU hospital employees. The 375 members of the sample were selected based on Morgan and Krejcie table. The sampling method was multistage. Data collection tool was the questionnaires of organizational agility and organizational health. The questionnaires were valid based on the expert’s judgment, and Cronbach's alpha reliability value of the questionnaires was 0.88. The data were analyzed by descriptive and inferential statistics (Pearson correlation, regression, and t-test), using SPSS software.
Results: The correlation between organizational agility and organizational health was positive and significant (r=0.66, P<0.05). A significant difference was observed between mean organizational agility and mean reference (-0.43, P<0.05) and also between mean organizational health and mean reference (-0.55, P<0.05).
Conclusion: Hospital managers need to work hard to promote organizational agility so that in addition to obtaining competitive advantage, they can improve organizational health by giving an appropriate and timely response to changes and taking advantage of the obtained opportunities.

Background & Aim: Spiritual quotient is an essential factor of managers’ competencies for development of organizations. The managers need high spiritual quotient to impress the staffs’ organizational commitment. This research is aimed to determine the correlation between the managers’ spiritual quotient with the employees organizational commitment in Tehran University of Medical Sciences (TUMS).
Materials and Methods: This research was a descriptive-analytical, and cross-section study that induced in TUMS headquarters among 80 of the managers and 225 of the staffs at 2014-2015. The research tools were two questionnaires, including spiritual quotient and organizational commitment that used after the validity and reliability of these questionnaires was confirmed. The data was analyzed by SPSS software, average and standard deviation, for descriptive results, and used T-Test, One-Way Variance Analysis, and Pearson technique for analytical statistics. 
Results: Average of the managers’ spiritual quotient was desired. Although, the average of the staffs organizational commitment was moderate. There was a significant correlation between spiritual quotient of managers with organizational commitment of the staffs (p=0.034). 
Conclusion: The managers should emphasize to develop their spiritual quotient in order to promote the organizational commitment of the staffs. Using organizational psychologist to develop this relationship is our suggestion.

Background and Aim: Strategic planning has an important role in achieving competitive advantage for nonprofit organizations. However, some strategic plans fail. The present study aimed to investigate challenges of strategic planning in Welfare Organization.
Materials and Methods: A qualitative approach was used for this case study. In-depth semi-structured interviews were conducted with 12 senior and middle managers who were members of the strategic planning committee. Content analysis method was used for data analysis, and 7 themes and 16 sub-themes were identified from the data.
Results: Lack of justification of the strategic planning, the strategic planning model, inappropriate composition of the strategic planning team, the structural and managerial changes of the Welfare Organization, time limitation, insufficient training, and budget constraints were the main challenges of strategic planning in the Welfare Organization. 
Conclusion: If the strategic planning challenges are not managed well, more problems are expected to occure during the implementation of the strategic plan. Senior managers’ commitment, strong management and leadership, participative corporate culture, education and training, staff empowerment, and provision of required resources will facilitate strategic planning implementation in organizations.

Background and Aim: Creativity and innovation are considered among the most important factors that help an organization survive. Therefore, it seems necessary to examine the status of this important issue in healthcare organizations such as hospitals. The present study was conducted to determine the relationship between organizational innovation and creativity among the staff of teaching hospitals of Tehran University of Medical Sciences (TUMS).  
Materials and Methods: This descriptive-analytical and cross-sectional study was conducted on 285 staff members of TUMS selected teaching hospitals in 2015. To collect the required data, demographic data form, organizational creativity 
questionnaire and Martin Patchen’s innovation questionnaire were used. Data were analyzed in SPSS software version 21, using descriptive statistics, t-test, ANOVA and Pearson correlation analysis at a less-than-0.05 significance level. 
Results: The organizational creativity rate for the studied staff showed an average of 2.99±0.80, assessed at middle and lower middle levels and the organizational innovation rate showed an average of 19.37±3.71, assessed as middle and upper middle. A statistically significant relationship was observed between organizational creativity and organizational innovation (p=0.02, r=0.20).
Conclusion: The results suggest that an increase in creativity leads to an increase in innovation. Therefore, to survive and maintain a competitive advantage to provide more desirable treatment services at a high quality, hospital managers are required to use their best effort and expenditure so that they can enhance innovation within their organizations.

Background and Aim: World Health Organization (WHO) has prioritized cultural competence to provide high-quality healthcare and patient-centered services. Therefore, it is necessary to develop them for all organizational levels. The present study aimed to determine the validity and reliability of the Persian version of OHCC (Ontario Healthy Communities Coalition) organizational cultural competence (2005) instrument in Tehran University of Medical Sciences (TUMS).
Material and Methods: In order to confirm reliability, 143 staff members (nurses and physicians) in different administrative positions working in Imam Khomeini educational Hospital, completed the questionnaire. Modified HSR toolkit for translating and adapting instrument, was used for contextualizing the questionnaire: first, two medical education experts who were proficient in English translated it. Then, the content validity of Persian version was confirmed using Lawshe method (CVR and CVI = 0.79); its internal consistency was calculated by Cronbach's alpha coefficient (0.91). It was backward translated to compare with the original copy and was sent to experts for their approval. Construct validity was calculated by LISREL software and the result showed that the questions were fit to the domains. The KMO, calculated for this instrument, was 0.75 and α was less than 0.05.
Results: Content validity was confirmed by deleting two items from the original 22-item questionnaire. Cronbach's alpha was calculated as 0.95 following the removal of two items.
Conclusion: The organizational cultural competence instrument was confirmed to be valid and reliable with 20 items in Iranian context.

Background and Aim: The quality of healthcare services is determinant in patients’ improvement process, upgrading their satisfaction, ranking healthcare centers, and preventing patients’ repeated referrals leading to more costs for healthcare centers and insurance companies. The purpose of this study was to evaluate the quality of services -- from the perspective of patients -- given by the laboratories having contract with Iran Health Insurance Organization (IHIO). 
Materials and Methods: In this cross-sectional study, the opinions of 302 patients having referred to the laboratories in contract with IHIO in Tehran were surveyed with a researcher-developed questionnaire. Descriptive and inferential statistical tests were used to analyze and report the results.
Results: The sample included 43.5% males and 56.5% females. Most of the participants were married (71/3%). Based on the results, the patients' perception of the quality of laboratory services was 78%. Their expectation of services was 85%. The gap between perception and expectation of clients in all dimensions was statistically significant (p<0/001).
Conclusion: The gap between clients’ perception and expectation in all dimensions suggests that there is some room for improving the quality of laboratory services. The results of this assessment can surely affect the way IHIO treats with laboratories in terms of extending contracts and strategic purchase of services from these centers. In addition, patients' opinions will be important in improving the quality of services. 

Background and Aim: In today's challenging world, the ethical issues of work as a requirement in organizations have always been discussed and its relevance to organizational citizenship behavior as a kind of antitrust behavior has always been raised. The aim of this study was to determine the relationship between organizational citizenship behavior and work ethic among the staffs of the faculties of Tehran university of medical sciences in 2016-2017.
Materials and Methods: The present research was descriptive-analytic and the statistical population of the study was 426 employees of colleges. They were selected according to the Cochran formula as proportional sample and selected by random sampling. Organizational citizenship behavior inventory (1988) and Grigory, et al, Patty (1990) questionnaire, whose validity was assessed by the experts. The cronbach's alpha coefficient, organizational citizenship behavior inventory (0.793), and job ethics (0.764), represent the internal consistency of the questionnaire. For analysis of variables, descriptive statistics and spearman correlation test were used and kolmogorov-smirnov test was used to normalize the data.
Results: Most male respondents, aged between 20-30 years; in terms of graduate degrees, were in a professional contract with a record of 5-10 years. Results showed that there was a positive and significant relationship between organizational citizenship behavior and work ethics (p=0.783).
Conclusions: Higher organizational citizenship behavior leads to higher levels of work ethics. Therefore, by training and strengthening organizational citizenship behavior, the level of work ethics among employees can be improved.

Background and Aim: Workplace bullying around the world is a work-injury factor, a mental health alarm and a global disaster. The aim of the present study was to investigate the relationship between transformational leadership and workplace bullying among employees at Shiraz University of Medical Sciences taking into account the mediating role of organizational health.
Materials and Methods: The research method was descriptive - survey. Research instruments chosen for the purpose of this study included The multifactor leadership questionnaire as the standard instrument for measuring transformational leadership behavior Bass & Avolio with(0.79) reliability, Graham Lowe’s standard questionnaire of organizational health questionnaire with(0.79) reliability and for organizational bullying a researcher-made questionnaire with(0/83) reliability was used. The statistical population of the study consisted of 265 university staff who were selected by simple sampling method. The research hypotheses were analyzed using SPSS and Lisrel 8.8 softwares and descriptive statistics and path analysis.
Results: The results showed that the components of transformational leadership affected workplace bullying indirectly and negatively through the mediation of organizational health. In addition, among the components of transformational leadership, idealized influence had the highest indirect effect(-0/19) on workplace bullying.  Among the components of organizational health, vibrant workplace had the highest level of direct effect(-0/27) on workplace bullying.
Conclusion: A good leadership style creates a healthy organization and reduces workplace bullying. Therefore, organizations need to develop organizational health and provide training, especially to managers of organizations.

Background and Aim: The presence of a competent and capable human resource management is one of the preconditions for the success of the organization. Factors such as the emphasis on the need to establish knowledge-based companies, the activities of third-generation universities and technology, and the challenges of financing the health sector, the scientific and technological attractiveness of developed countries and the consequent withdrawal of active and specialized forces from the field of health, importance. Attention to the organization of human capital is more prominent and due to the fact that the modern development process of the organization is based on the paradigm of innovation, the interest in ways to guide the human resource management of the entrepreneur is increasing. Therefore, the purpose of this study is to predict the human resource management model based on a comprehensive organizational entrepreneurship system in the third generation of medical universities.
Materials and Methods: In the present study, with exploratory interviews, the proposed model for human resource management based on organizational 
entrepreneurship was predicted and analyzed using content analysis method. The research population consists of basic and middle managers in the field of health, from which 20 people were selected as a sample by non-probability judgment sampling and snowball sampling.
Results: The results showed that in the field of organizational entrepreneurship (at all organizational levels in the field of health, including queuing and headquarters) 4 main and effective categories on soft and hard skills of human resource management can be classified. The three categories, including structural, behavioral and environmental branches in all government agencies and even in the field of industry have relatively similar concepts, codes and essentially functions. However, regarding the fourth category, namely excellence in the field of health, especially in medical universities, health centers and affiliated hospitals, it is quite noticeable.
Concolusion: Organizational strategies and decisions at the macro level have an undisputed and effective role in laying the groundwork for organizational 
entrepreneurship and, ultimately, strengthening processes and feedback from human resource management at the level of health organizations.