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Showing 22 results for Rahimi
Amirhossein Mirhaghi, Ibrahim Ibrahimi, Hamed Sarani,
Volume 1, Issue 4 (1-2010)
Volume 1, Issue 4 (1-2010)
Abstract
Introduction:Following the 24-hours heavy rainfall in January 2008, the whole dams were destroyed gradually in Bampoor, the city of Sistan & Baluchistan, and it went under water. This study aims to analyze the crisis management in Bampoor flood in January 2008.
Methods: By studying the available reports and local news of the crisis management center, disaster was analyzed and assessed through three phases: Preparation, Response and Recovery in 2008.
Findings:Due to meteorological warning of heavy rainfall, the emergency meeting of unexpected disaster center in province and Iranshahr Township has been held and the forces settled in the vulnerable points of city. Because of Iranshahr flood, all ignored Bampoor town. So, following the heavy rainfall, people were asked to move to the secure places. According to the results, over 100 relief workers were in response phase; 500 villagers were transferred to the safe places; 1322 vulnerable households were given aid gradually; and also 1788 tents, 1367 carpets, 8612 blankets were distributed among affected ones. Also in Recovery phase, some people were accommodated in the schools or tents and 30 field lavatories were made.
Conclusion: Although Bampoor flood had financial loss, there were no casualties. ba
Hedayat Salari, Alireza Heidari, Hassan Julaee, Seyed Hamed Rahimi, Tahereh Shafaght ,
Volume 2, Issue 4 (1-2011)
Volume 2, Issue 4 (1-2011)
Abstract
Introduction: Iran is a disaster-prone country and it can be considered as one of the most vulnerable countries for disasters in the world. Hospitals play an important role in disasters. This paper aims to study the preparedness of public and private hospitals in Shiraz dealing with disasters; to investigate and to identify problems and issues comparing current status with standards.
Methods: In this cross-sectional study, 15 public and private hospitals were evaluated in Shiraz in 2010. The data was collected by using observation, interview and also a checklist including 10 fields and 220 questions. Then the collected data were analyzed by using SPSS.
Findings: Totally, the results are as follows: the average disaster preparedness in the mentioned hospitals was 62/3%; evacuation , transport , traffic, communication and security fields were in the middle level; and emergency services, reception, training, logestics, human resources, commanding and management were in a good average level.
Conclusion: Despite having an adequate preparation in the studied hospitals in Shiraz, appropriate measures should be taken to improve some fields such as evacuation, transport, traffic, communication, and security.
Kazem Khoramdel, Mohamadreza Ebrahimi, Mahmood Heydari, Mohammad Amin Farokhi, Elham Komranian Zadeh ,
Volume 4, Issue 4 (1-2013)
Volume 4, Issue 4 (1-2013)
Abstract
Introduction: This research aimed to develop and validate the questionnaire in order to measure patients’ satisfaction with pharmacy services of Red Crescent society.
Methods: This study was standardisation. In this study, about 330 people who referred to pharmacy of Red Crescent society of Shiraz Township were selected and studied by using purposive sampling in winter 2011. The reliability was assessed by internal-consistency method (Cronbach's alpha and split-half coefficient) and by content and construct validity (factors analysis) validity was measured. Data was analyzed by using SPSS.
Findings: The results of internal consistency indicated that alpha coefficient and split-half for the total factors were 0/88 and 0/73; and alpha coefficient for the three factors of 'interpersonal aspects','services quality' and 'ambience' was 0/92, 0/75, 0/71 respectively. The values of face and content validity were appropriate. The result of factors analysis (with varimax rotation) indicated that three factors explained questionnaire variance (%62/23).
Conclusion: The mentioned questionnaire had an appropriate validity and desired reliability in order to evaluate the quality of services in pharmacy of Red Crescent society.
Yaser Ebrahimian-Ghajari , Ali Asghar Alesheikh, Mehdi Modiri, Reza Hosnavi, Mohammad Ali Nekouei,
Volume 7, Issue 4 (10-2016)
Volume 7, Issue 4 (10-2016)
Abstract
Introduction: Throughout history, humans have always been faced earthquakes as a natural disaster and incurred physical, social, economic and environmental harm. The best way to deal with this threat is being ready; one of the basic strategies is to have knowledge about the degree of vulnerability of the city against earthquake.
Method: Different criteria are involved in modeling of the vulnerability of the city most of them are of the nature of the place; so, modeling of the vulnerability is a multi-criteria evaluation of the place. In this study, 11 criteria were extracted via reviewing previous researches and consulting the experts. Then, the modeling was done for Babol city, Iran, using fuzzy logic model and weighted linear combination method under conditions of uncertainty.
Findings: Modeling in Babol city showed that 10%, 24%, 27%, 28% and 11% of the buildings were in the condition of very low, low, medium, high, and very high vulnerability.
Conclusion: Babol city can be considered as vulnerable to earthquake as nearly 70% of the buildings were labeled “medium” to “high” vulnerable. Hence, basic interventions for crisis management should be taken on the agenda of the relevant officials before an earthquake occurs.
Bijan Abdollahi, Mohammad Reza Hadavandi, Ayoub Ebrahimi,
Volume 8, Issue 1 (7-2016)
Volume 8, Issue 1 (7-2016)
Abstract
INTRODUCTION: The culture that governs any organization shapes its organizational personality; therefore, organizations can be identified according to their culture. A coherent and appropriate culture that fits organizational goals and missions increases the efficiency and effectiveness of the organization. The purpose of this study is to identify the organizational culture of the Red Crescent Society.
METHOD: In this applied and descriptive survey, the statistical population is all the experts of the headquarters of the RCS (250 people). A total of 130 questionnaires were completed using simple random. The main research tool is the standard questionnaire of the Cameron and Quinn model (2006). Content validity was confirmed using the experts’ opinion. A reliability coefficient of 0.89 was obtained. Descriptive statistics and Kolmogorov Smirnov, mean comparison, one-way variance analysis and Tukey tests were used for data analysis.
FINDINGS: The findings showed that market culture (competitive) obtained the highest average score (2.78). The results of the paired or dependent t test (16.317) at the error level of 0.05 indicate the difference between the current and desired state of organizational culture. The comparison of averages also showed that the significance level of F for gender, education, work experience and employment status are 0.904, 0/678, 0.147, and 0/001, respectively, which indicates a significant difference between the average organizational culture and the employment status of employees.
CONCLUSION: According to the results, a significant difference was observed between the current and desired organizational culture. Also, in the order of priority, competitive culture, hierarchical culture, group culture and special authoritarian culture have been ruling the headquarters of the RCS. In addition, other researches are needed to determine the current state of the organizational culture of other parts of the RCS.
METHOD: In this applied and descriptive survey, the statistical population is all the experts of the headquarters of the RCS (250 people). A total of 130 questionnaires were completed using simple random. The main research tool is the standard questionnaire of the Cameron and Quinn model (2006). Content validity was confirmed using the experts’ opinion. A reliability coefficient of 0.89 was obtained. Descriptive statistics and Kolmogorov Smirnov, mean comparison, one-way variance analysis and Tukey tests were used for data analysis.
FINDINGS: The findings showed that market culture (competitive) obtained the highest average score (2.78). The results of the paired or dependent t test (16.317) at the error level of 0.05 indicate the difference between the current and desired state of organizational culture. The comparison of averages also showed that the significance level of F for gender, education, work experience and employment status are 0.904, 0/678, 0.147, and 0/001, respectively, which indicates a significant difference between the average organizational culture and the employment status of employees.
CONCLUSION: According to the results, a significant difference was observed between the current and desired organizational culture. Also, in the order of priority, competitive culture, hierarchical culture, group culture and special authoritarian culture have been ruling the headquarters of the RCS. In addition, other researches are needed to determine the current state of the organizational culture of other parts of the RCS.
Elaheh Hooshmand, Hossein Ebrahimipour, Habibollah Esmaili, Ali Vafaee-Najar,
Volume 8, Issue 3 (1-2016)
Volume 8, Issue 3 (1-2016)
Abstract
Introduction: Pedestrians are one of the victims of traffic accidents in the world. While few of these violations have resulted in the accidents but people are the main victims of the road accidents. This study aimed to evaluate the pattern of pedestrian accidents in the holy city of Mashhad in 2015.
Method: This research is a descriptive-applied study which is done in Mashhad in 2015. Data (about 5636 accidents) was investigated and gathered by police reports in standard form in 2012 to 2015. Content validity and reliability were calculated by Lawshe formula (0/83) and Cronbach’s alpha (0/81). Data was analyzed by using SPSS software to determine the frequency, percentage, mean, standard deviation and Chi-square tests and analysis of variance.
Findings: According to the results, 5636 traffic accidents have occurred in the city of Mashhad which 5568 people are injured, 46 died and 22 persons had death- injuries in 2011 to 2015. However, the highest death and injury rate occurred in east of Mashhad. Two of the main causes of the accident are the observance of the right of priority (yield) (38.9%) and not paying attention to the front (19.7%). The highest accident rate occurred in the age groups between 20 and 30 years (13%) and men were more affected than women (62%). Also, wearing dark and black clothing by pedestrians triples the risks of accidents.
Conclusion: The results show that public education on how to wear cloths at night, to cross the specified places and to improve the roads can be effective in order to reduce injuries of pedestrians caused by accidents.
Method: This research is a descriptive-applied study which is done in Mashhad in 2015. Data (about 5636 accidents) was investigated and gathered by police reports in standard form in 2012 to 2015. Content validity and reliability were calculated by Lawshe formula (0/83) and Cronbach’s alpha (0/81). Data was analyzed by using SPSS software to determine the frequency, percentage, mean, standard deviation and Chi-square tests and analysis of variance.
Findings: According to the results, 5636 traffic accidents have occurred in the city of Mashhad which 5568 people are injured, 46 died and 22 persons had death- injuries in 2011 to 2015. However, the highest death and injury rate occurred in east of Mashhad. Two of the main causes of the accident are the observance of the right of priority (yield) (38.9%) and not paying attention to the front (19.7%). The highest accident rate occurred in the age groups between 20 and 30 years (13%) and men were more affected than women (62%). Also, wearing dark and black clothing by pedestrians triples the risks of accidents.
Conclusion: The results show that public education on how to wear cloths at night, to cross the specified places and to improve the roads can be effective in order to reduce injuries of pedestrians caused by accidents.
Alireza Ebrahimi, Ali Nasr Esfehani, Seyed Akbar Nilipour Tabataba'i,
Volume 9, Issue 2 (7-2017)
Volume 9, Issue 2 (7-2017)
Abstract
Introduction: This research has been done with the aim of designing an organizational learning institutionalization pattern and its relationship analysis with self-efficacy of managers and experts in Red Crescent Society.
Method: In this exploratory analytical research, 215 ones were determined by using Cochran formula. In order to design an organizational learning institutionalization model, 450 concepts about the institutionalization of culture were extracted from sociological texts and scientific databases in general and using experts’ opinions through Delphi technique. In the following, seventy-three concepts were agreed by experts in the field of institutionalization of the organizational learning culture and finally the questionnaire was prepared. In the first stage, according to the research literature, the exploratory factor analysis, and using SPSS, five main components were identified and named including management, goals, cultural, strategic, and learning. In the second stage, DEMATEL software was used to determine the influence and impact between criteria. In the third stage, the organizational learning institutionalization model was designed by using Lisrel software.
Findings: There is a significance relationship between the components of the institutionalization model organizational learning (cultural factors, management, goals, strategic and learning) with self-efficacy dimensions (successful experiences, verbal or social persuasions, emotional and physiological states). In addition, the relationship between organizational learning components of organizational learning and the dimensions of self-efficacy (successful experiences, verbal or social persuasion, emotional and physiological states) has been significant based on the results of stepwise regression analysis.
Conclusion: According to the results, to provide a model for institutionalizing organizational learning, it is necessary to include the components of organizational learning institutionalization model, namely cultural and managerial factors, goals, strategic and learning with self-efficacy dimensions i.e. successful experiences, verbal or social motivations, emotional and physiologic states must be close relationship so that better self-efficacy can better realize the institutionalization of the knowledge capital of the Red Crescent Society.
Method: In this exploratory analytical research, 215 ones were determined by using Cochran formula. In order to design an organizational learning institutionalization model, 450 concepts about the institutionalization of culture were extracted from sociological texts and scientific databases in general and using experts’ opinions through Delphi technique. In the following, seventy-three concepts were agreed by experts in the field of institutionalization of the organizational learning culture and finally the questionnaire was prepared. In the first stage, according to the research literature, the exploratory factor analysis, and using SPSS, five main components were identified and named including management, goals, cultural, strategic, and learning. In the second stage, DEMATEL software was used to determine the influence and impact between criteria. In the third stage, the organizational learning institutionalization model was designed by using Lisrel software.
Findings: There is a significance relationship between the components of the institutionalization model organizational learning (cultural factors, management, goals, strategic and learning) with self-efficacy dimensions (successful experiences, verbal or social persuasions, emotional and physiological states). In addition, the relationship between organizational learning components of organizational learning and the dimensions of self-efficacy (successful experiences, verbal or social persuasion, emotional and physiological states) has been significant based on the results of stepwise regression analysis.
Conclusion: According to the results, to provide a model for institutionalizing organizational learning, it is necessary to include the components of organizational learning institutionalization model, namely cultural and managerial factors, goals, strategic and learning with self-efficacy dimensions i.e. successful experiences, verbal or social motivations, emotional and physiologic states must be close relationship so that better self-efficacy can better realize the institutionalization of the knowledge capital of the Red Crescent Society.
Mohammad Reza Hadavandi, Hassanreza Zeinabadi, Ayoub Ebrahimi, Katayoun Farahani, Yahya Safikhani,
Volume 9, Issue 2 (7-2017)
Volume 9, Issue 2 (7-2017)
Abstract
INTRODUCTION: Any fundamental transformation can only be achieved through understanding the strengths and weaknesses of organizational culture precisely. The unpredictability of continuous changes at various levels also requires the organizational agility. In order to reduce the risks of natural disasters and extent of the resulting crisis, which creates sudden and unpredictable problems, the organizations involved in the crisis need to be agile.
METHOD: In this descriptive correlational research, which is applied, about 250 people were selected and 148 ones were studied with Krejcie and Morgan table by simple random sampling without replacement. Data were gathered by using Cameron & Quinn model OCHA questionnaire and the questionnaire of organizational agility by Sharifi and Zhang. The content validity was confirmed by the judgment of experts and reviewers. The reliability coefficient of internal consistency (Cronbach's alpha) for the questionnaires was 0.88 and 0.89, respectively, and for the whole tool was 0.92. In data analysis, frequency, percentage, mean, standard deviation, Pearson correlation coefficient, and two-variable (Simple linear) and multiple regression were used.
FINDINGS: The competitive market achieved the highest rank of organizational culture (average=2.85). In addition, the value of test statistic is significant for determining the relationship between organizational culture and organizational agility (F=105.611) (P-value=.000). The standard multiple regression analysis showed that the competitive subculture is the predicator of organizational agility accountability indicator (β=0.47) responsibility indicator the agility of enterprise is. In addition, the hierarchical subculture predicts the competency index of organizational agility (β=0.397). None of the organizational subcultures is not good predictor of flexibility, speed, and organizational agility.
CONCLUSION: The results showed that competitive culture is the dominant culture of the headquarters of Red Crescent society. Also, organizational culture (β=0.672) can positively and significantly predict the organizational agility. About 45% of organizational agility variance can be explained by organizational culture. Moreover, 55% refers to other factors outside the model.
METHOD: In this descriptive correlational research, which is applied, about 250 people were selected and 148 ones were studied with Krejcie and Morgan table by simple random sampling without replacement. Data were gathered by using Cameron & Quinn model OCHA questionnaire and the questionnaire of organizational agility by Sharifi and Zhang. The content validity was confirmed by the judgment of experts and reviewers. The reliability coefficient of internal consistency (Cronbach's alpha) for the questionnaires was 0.88 and 0.89, respectively, and for the whole tool was 0.92. In data analysis, frequency, percentage, mean, standard deviation, Pearson correlation coefficient, and two-variable (Simple linear) and multiple regression were used.
FINDINGS: The competitive market achieved the highest rank of organizational culture (average=2.85). In addition, the value of test statistic is significant for determining the relationship between organizational culture and organizational agility (F=105.611) (P-value=.000). The standard multiple regression analysis showed that the competitive subculture is the predicator of organizational agility accountability indicator (β=0.47) responsibility indicator the agility of enterprise is. In addition, the hierarchical subculture predicts the competency index of organizational agility (β=0.397). None of the organizational subcultures is not good predictor of flexibility, speed, and organizational agility.
CONCLUSION: The results showed that competitive culture is the dominant culture of the headquarters of Red Crescent society. Also, organizational culture (β=0.672) can positively and significantly predict the organizational agility. About 45% of organizational agility variance can be explained by organizational culture. Moreover, 55% refers to other factors outside the model.
Fatemeh Rahimi, Abolghasem Sadeghi-Niaraki, Mostafa Ghodousi,
Volume 12, Issue 1 (9-2020)
Volume 12, Issue 1 (9-2020)
Abstract
INTRODUCTION: Today, the expansion of urbanization has located cities and residential areas in places exposed to various types of hazards. Natural hazards are characterized by low predictability and can cause numerous human and financial losses to urban settlements. Making cities resilient is one of the United Nations International strategies for disaster mitigation. With this background in mind, the present study aimed to prepare a physical-social resilience map of the study area.
METHODS: This descriptive-analytical identified the criteria and indicators of physical and social dimensions after the revision of experimental and theoretical texts. After the identification of indicators, the map of the resilience or non-resilience of the indicators was prepared in binary form. Finally, two methods of Boolean and indicator overlap were used to combine the layers. In the current research, the Fuzzy Analytical Hierarchy Process-Technique (FAHP) was used for weighting the map of the studied layers.
FINDINGS: Based on the result of the Boolean model map, more than half of the total district will be non-resilient. Nonetheless, according to the result of the indicator overlap method, 7.68%, 24.71%, and 67.61% of the total district has low, average, and high resilience, respectively.
CONCLUSION: According to the resilience map obtained in the study area, it can be stated that resilience in these areas is not favorable. Moreover, Darband region and its surrounding streets are not in good condition. Therefore, management programs should be implemented in low-resilient areas before the onset of disasters.
METHODS: This descriptive-analytical identified the criteria and indicators of physical and social dimensions after the revision of experimental and theoretical texts. After the identification of indicators, the map of the resilience or non-resilience of the indicators was prepared in binary form. Finally, two methods of Boolean and indicator overlap were used to combine the layers. In the current research, the Fuzzy Analytical Hierarchy Process-Technique (FAHP) was used for weighting the map of the studied layers.
FINDINGS: Based on the result of the Boolean model map, more than half of the total district will be non-resilient. Nonetheless, according to the result of the indicator overlap method, 7.68%, 24.71%, and 67.61% of the total district has low, average, and high resilience, respectively.
CONCLUSION: According to the resilience map obtained in the study area, it can be stated that resilience in these areas is not favorable. Moreover, Darband region and its surrounding streets are not in good condition. Therefore, management programs should be implemented in low-resilient areas before the onset of disasters.
Alireza Ebrahimi,
Volume 12, Issue 1 (9-2020)
Volume 12, Issue 1 (9-2020)
Abstract
INTRODUCTION: In Iran, natural disasters are constantly increasing; however, no research has clearly explained the indicators of resilience in such situations. Resilience enhances internal strengths and protects against potential threats to maintain and promote the health of the community. The present study aimed to design a crisis resilience model based on the institutionalization of organizational learning for managers and experts.
METHODS: The present exploratory analysis study was performed on a sample size of 215 which was calculated using Cochran's formula. In order to design a crisis resilience model based on the institutionalization of organizational learning, first, the general texts of applied sociology and scientific databases were studied. Afterward, 450 concepts regarding the general institutionalization of culture were extracted and provided for the experts in universities and the Red Crescent Society using the Delphi method. Subsequently, the experts agreed upon 73 concepts regarding the institutionalization of the culture of resilience based on organizational learning. Finally, a questionnaire was prepared based on these 73 concepts.
FINDINGS: The first step was the performance of the exploratory factor analysis in the SPSS version22 software on 73 concepts which resulted in the emergence of five main components, including management, objectives, culture, strategy, and education of crisis resilience. These components were identified and named according to the review of the related literature. In the second stage, the DEMATEL technique and software were used to determine the importance and effectiveness of the criteria. Eventually, in the third stage, the LISREL software was used to design the crisis resilience model based on the institutionalization of organizational learning.
CONCLUSION: First, the exploratory factor analysis was performed in SPSS software version22 and the effectiveness and susceptibility of each factor were determined using the DEMATEL software. Subsequently, the model components, including the culture, strategy, education, and objectives of resilience were used as the input of LISREL software and the resilience model was designed based on the institutionalization of organizational learning.
METHODS: The present exploratory analysis study was performed on a sample size of 215 which was calculated using Cochran's formula. In order to design a crisis resilience model based on the institutionalization of organizational learning, first, the general texts of applied sociology and scientific databases were studied. Afterward, 450 concepts regarding the general institutionalization of culture were extracted and provided for the experts in universities and the Red Crescent Society using the Delphi method. Subsequently, the experts agreed upon 73 concepts regarding the institutionalization of the culture of resilience based on organizational learning. Finally, a questionnaire was prepared based on these 73 concepts.
FINDINGS: The first step was the performance of the exploratory factor analysis in the SPSS version22 software on 73 concepts which resulted in the emergence of five main components, including management, objectives, culture, strategy, and education of crisis resilience. These components were identified and named according to the review of the related literature. In the second stage, the DEMATEL technique and software were used to determine the importance and effectiveness of the criteria. Eventually, in the third stage, the LISREL software was used to design the crisis resilience model based on the institutionalization of organizational learning.
CONCLUSION: First, the exploratory factor analysis was performed in SPSS software version22 and the effectiveness and susceptibility of each factor were determined using the DEMATEL software. Subsequently, the model components, including the culture, strategy, education, and objectives of resilience were used as the input of LISREL software and the resilience model was designed based on the institutionalization of organizational learning.
Alireza Ebrahimi,
Volume 12, Issue 2 (10-2020)
Volume 12, Issue 2 (10-2020)
Abstract
INTRODUCTION: Despite the fact that natural disasters are on the rise in Iran, no study has yet explained the performance indicators in the relief supply chain in crisis situations. Creative leadership in the relief supply chain can be of great help to the enhancement of internal strengths, provision of creative solutions to potential threats, and maintenance and promotion of public health. The present study aimed to provide a Structural equation model of creative hospital leadership.
METHODS: The present exploratory research was conducted on 215 cases that were selected as the sample size using Cochran's formula. The data collection tool was a standard questionnaire which was completed by managers, supervisors, and experts of hospitals in Isfahan province. The reliability coefficient of the questionnaire was assessed using SPSS software based on Cronbach's alpha test, which indicated the high reliability of the research tool.
FINDINGS: A hierarchical structure was established using DEMATEL software, which is a variety of decision-making methods based on pairwise comparisons, and benefiting from expert opinion in extracting the factors of a system and their systematical structuring based on the principles of graph theory.
CONCLUSION: Finally, the effectiveness and affectability of the components were expressed as the output of DEMATEL software in a way that their interaction effect was denoted as numerical values. Thereafter, the data were analyzed in linear structural relations (LISREL) software using structural equation modeling, and the creative leadership model was designed.
METHODS: The present exploratory research was conducted on 215 cases that were selected as the sample size using Cochran's formula. The data collection tool was a standard questionnaire which was completed by managers, supervisors, and experts of hospitals in Isfahan province. The reliability coefficient of the questionnaire was assessed using SPSS software based on Cronbach's alpha test, which indicated the high reliability of the research tool.
FINDINGS: A hierarchical structure was established using DEMATEL software, which is a variety of decision-making methods based on pairwise comparisons, and benefiting from expert opinion in extracting the factors of a system and their systematical structuring based on the principles of graph theory.
CONCLUSION: Finally, the effectiveness and affectability of the components were expressed as the output of DEMATEL software in a way that their interaction effect was denoted as numerical values. Thereafter, the data were analyzed in linear structural relations (LISREL) software using structural equation modeling, and the creative leadership model was designed.
Samira Ebrahimifar, Zahra Naji-Azimi, Fariborz Rahimnia,
Volume 12, Issue 2 (10-2020)
Volume 12, Issue 2 (10-2020)
Abstract
INTRODUCTION: Iran has long been recognized as one of the most accident-prone areas in the world due to its special geographical location. Therefore, it is of utmost importance to devote special attention to crisis management in organizations and the identification of related strengths, weaknesses, opportunities, and threats.
METHODS: The present study aimed to identify the strategic positioning of crisis management after natural disasters at the Ferdowsi University of Mashhad as the center of excellence in the east of the country. To this end, the internal and external factors which militate against university crisis management were identified. Thereafter, the strategic positioning of this university was determined among four positions, namely offensive, defensive, adaptive, and contingency, using a combination of SWOT (strengths, weaknesses, opportunities, and threats) analysis, analytic hierarchy process (AHP), and Monte Carlo simulation, and strategies were presented. The statistical population were university facility experts and managers among whom 10 cases were selected by purposive sampling.
FINDINGS: Based on the obtained results, the highest weights in different sub-criteria were as follows: compliance with the required technical and safety standards in new constructions of the university campus (strength), the absence of any specific plan for dealing with various types of crises in different buildings (weakness), the proximity of the fire station to the university campus (opportunity), and indecisiveness of organizations supervising building retrofitting, including provincial government and Roads and Urban Development Office
(threat).
CONCLUSION: The results of the present study demonstrated that strategic positioning can be identified by analyzing internal and external factors. Moreover, among the four strategic positions, it was found that the Ferdowsi University of Mashhad adopted an offensive crisis management strategy in 45.4% of the cases.
METHODS: The present study aimed to identify the strategic positioning of crisis management after natural disasters at the Ferdowsi University of Mashhad as the center of excellence in the east of the country. To this end, the internal and external factors which militate against university crisis management were identified. Thereafter, the strategic positioning of this university was determined among four positions, namely offensive, defensive, adaptive, and contingency, using a combination of SWOT (strengths, weaknesses, opportunities, and threats) analysis, analytic hierarchy process (AHP), and Monte Carlo simulation, and strategies were presented. The statistical population were university facility experts and managers among whom 10 cases were selected by purposive sampling.
FINDINGS: Based on the obtained results, the highest weights in different sub-criteria were as follows: compliance with the required technical and safety standards in new constructions of the university campus (strength), the absence of any specific plan for dealing with various types of crises in different buildings (weakness), the proximity of the fire station to the university campus (opportunity), and indecisiveness of organizations supervising building retrofitting, including provincial government and Roads and Urban Development Office
(threat).
CONCLUSION: The results of the present study demonstrated that strategic positioning can be identified by analyzing internal and external factors. Moreover, among the four strategic positions, it was found that the Ferdowsi University of Mashhad adopted an offensive crisis management strategy in 45.4% of the cases.
Ebrahim Babaei Rayeni, Mohammad Mehdi Poursaeed, Mehdi Kazemi, Mehdi Ebrahimi Nejad Rafsanjani,
Volume 13, Issue 3 (9-2021)
Volume 13, Issue 3 (9-2021)
Abstract
INTRODUCTION: Natural disasters disrupt people's lives, bringing about serious economic and social losses. Disaster risk management is a set of measures, including planning, decision-making, accountability, and operational activities at all levels. Moreover, it is of considerable significance to take advantage of social capacities and community participation before, during, and after disasters. The present study aimed to explain the prerequisites of community-based disaster risk management in Iran in 2020.
METHODS: This data-driven qualitative study was conducted using Strauss and Corbin's systematic approach. The statistical population included all disaster management experts and non-governmental organizations in universities, the National Disaster Management Organization, the provincial disaster management departments, and senior managers of the Red Crescent Society. Out of this population, 22 subjects were purposefully selected via snowball sampling taking into account the geographical, climatic, cultural, social, and religious diversity of different regions of the country. The data were collected via semi-structured interviews and analyzed using open coding, axial coding, and selective coding.
FINDINGS: Based on the obtained results, the prerequisites of community-based disaster risk management include: "legal obligation", "public sensitization", "strategic planning", "public participation", "social capacity building", " building cohesion and empathy ", "action (prevention, preparedness, needs assessment, planning, and response", "formation and development of expert teams", "logistics forecasting and equipment", "preparation", and attention to geographical conditions".
CONCLUSION: As evidenced by the obtained results, the required measures for the successful implementation of community-based disaster risk management can be assigned to two categories: The first one encompasses the measures that require structural changes and law reform and are taken at the national level and National Disaster Management Organization of the country. The second type of measure must be implemented at the local and operational management levels.
of community-based disaster risk management can be assigned to two categories: The first one encompasses the measures that require structural changes and law reform and are taken at the national level and National Disaster Management Organization of the country. The second type of measure must be implemented at the local and operational management levels.
METHODS: This data-driven qualitative study was conducted using Strauss and Corbin's systematic approach. The statistical population included all disaster management experts and non-governmental organizations in universities, the National Disaster Management Organization, the provincial disaster management departments, and senior managers of the Red Crescent Society. Out of this population, 22 subjects were purposefully selected via snowball sampling taking into account the geographical, climatic, cultural, social, and religious diversity of different regions of the country. The data were collected via semi-structured interviews and analyzed using open coding, axial coding, and selective coding.
FINDINGS: Based on the obtained results, the prerequisites of community-based disaster risk management include: "legal obligation", "public sensitization", "strategic planning", "public participation", "social capacity building", " building cohesion and empathy ", "action (prevention, preparedness, needs assessment, planning, and response", "formation and development of expert teams", "logistics forecasting and equipment", "preparation", and attention to geographical conditions".
CONCLUSION: As evidenced by the obtained results, the required measures for the successful implementation of community-based disaster risk management can be assigned to two categories: The first one encompasses the measures that require structural changes and law reform and are taken at the national level and National Disaster Management Organization of the country. The second type of measure must be implemented at the local and operational management levels.
of community-based disaster risk management can be assigned to two categories: The first one encompasses the measures that require structural changes and law reform and are taken at the national level and National Disaster Management Organization of the country. The second type of measure must be implemented at the local and operational management levels.
Ebrahim Babaei Rayeni, Mohammad Mehdi Poursaeed, Mehdi Kazemi, Mehdi Ebrahimi Nejad Rafsanjani,
Volume 13, Issue 4 (11-2021)
Volume 13, Issue 4 (11-2021)
Abstract
INTRODUCTION: The increase in the number of natural disasters has made different societies constantly discover and invent solutions to control the adverse effects of disasters with more emphasis on prevention or minimize them by improving the quality of the rescue process (in the response phase). In the last few decades, the need for social participation in order to manage risks has been developing in the form of community-based activities. This study was conducted to present a community-based crisis management model focusing on the process of relief and rescue in natural disasters in Iran, 2020.
METHODS: This qualitative study was performed based on the grounded theory method defined by Strauss and Corbin. The statistical population of the study included all crisis management and non-governmental organizations experts in universities, the Crisis Management Organization, general managers of provincial crisis management, and senior managers of the Red Crescent Society. The samples were selected using the purposive and theoretical method of snowball sampling while taking into account the geographical, climatic, cultural, social, and religious diversity of different regions of the country. As a result, the sample size was obtained at 22 people. The required data were collected through a semi-structured interview. In the analysis of qualitative information, open coding, axial coding, and selective coding were used manually).
FINDINGS: The results of the study showed that the causal conditions of community-based crisis management included "legal obligation", "strategic planning", "attracting public participation", "forming and developing expert teams", and "acting (prevention, preparedness, needs analysis, planning, and response)"; and contextual conditions consisted of "geographical conditions", "social capacity building", and "creating cohesion and empathy". Moreover, intervening conditions involved "general sensitization", "preparation", and "logistics and equipment"; strategies included "risk management", "human resource management", "training (general and professional)" and "barrier removal"; and the consequences of community-based crisis management consisted of "increasing public awareness in the face of emergencies", "reducing the risk of areas "increasing community resilience", "improving the quality of post-disaster assessment", "accelerating the response process", "determining priorities appropriately", "saving the golden time of rescue", "increasing the number of survivors", "accelerating relief operations" "distributing relief items fairly", "improving the quality of rescue operations", "decreasing the amount of damage", "managing resources and facilities properly", "reducing response costs", "decreasing the adverse psychological effects of the disaster", "organized presence of grassroots groups", "eliminating the shortcomings and completing the performance of the responsible agencies", and "increasing the level of public satisfaction".
CONCLUSION: Community-based crisis management is a new and effective approach that its implementation has a positive impact on increasing resilience and thus reducing the vulnerability of communities. The proper and successful implementation of the community-based approach requires structural changes, amendment of laws, and development of relevant bylaws. It also needs measures that should be implemented at the national level, in the country's crisis management system, and at the local level.
METHODS: This qualitative study was performed based on the grounded theory method defined by Strauss and Corbin. The statistical population of the study included all crisis management and non-governmental organizations experts in universities, the Crisis Management Organization, general managers of provincial crisis management, and senior managers of the Red Crescent Society. The samples were selected using the purposive and theoretical method of snowball sampling while taking into account the geographical, climatic, cultural, social, and religious diversity of different regions of the country. As a result, the sample size was obtained at 22 people. The required data were collected through a semi-structured interview. In the analysis of qualitative information, open coding, axial coding, and selective coding were used manually).
FINDINGS: The results of the study showed that the causal conditions of community-based crisis management included "legal obligation", "strategic planning", "attracting public participation", "forming and developing expert teams", and "acting (prevention, preparedness, needs analysis, planning, and response)"; and contextual conditions consisted of "geographical conditions", "social capacity building", and "creating cohesion and empathy". Moreover, intervening conditions involved "general sensitization", "preparation", and "logistics and equipment"; strategies included "risk management", "human resource management", "training (general and professional)" and "barrier removal"; and the consequences of community-based crisis management consisted of "increasing public awareness in the face of emergencies", "reducing the risk of areas "increasing community resilience", "improving the quality of post-disaster assessment", "accelerating the response process", "determining priorities appropriately", "saving the golden time of rescue", "increasing the number of survivors", "accelerating relief operations" "distributing relief items fairly", "improving the quality of rescue operations", "decreasing the amount of damage", "managing resources and facilities properly", "reducing response costs", "decreasing the adverse psychological effects of the disaster", "organized presence of grassroots groups", "eliminating the shortcomings and completing the performance of the responsible agencies", and "increasing the level of public satisfaction".
CONCLUSION: Community-based crisis management is a new and effective approach that its implementation has a positive impact on increasing resilience and thus reducing the vulnerability of communities. The proper and successful implementation of the community-based approach requires structural changes, amendment of laws, and development of relevant bylaws. It also needs measures that should be implemented at the national level, in the country's crisis management system, and at the local level.
Alireza Ebrahimi,
Volume 14, Issue 2 (6-2022)
Volume 14, Issue 2 (6-2022)
Abstract
INTRODUCTION: Various studies have demonstrated that rescuers enjoy higher levels of self-efficacy and quality of life, as compared to ordinary people. Moreover, the constant and sometimes prolonged presence of Red Crescent Society rescuers at the scene of disasters makes them more prone to the emotional impact of crises, in comparison with ordinary rescuers.
METHODS: The present study was conducted based on a causal-comparative (ex-post facto) design. The statistical population included 200 ones, and the sample size was equal to 120 (60 rescuers and 60 non-rescuers who were selected via random sampling method). Scherer self-efficacy questionnaire (1983), quality of work life questionnaire (1973), and Coopersmith self-confidence questionnaire (1967) were used to collect data. Data analysis was performed by analysis of variance.
FINDINGS: As evidenced by the obtained results, the highest and lowest percentages of rescuers were in the age group of 20-30 (51.92%) and under 20 years (5.77%), respectively. In terms of education, the highest and lowest percentages of rescuers had a bachelor’s degree (61.7%) and high school education (1.7%). Furthermore, the highest and lowest percentages of non-rescuers were permanent (63.73%) and contract employees (1.7%), respectively.
CONCLUSION: The results pointed out that rescuers enjoyed higher levels of self-confidence, quality of work life, and self-efficacy, as compared to non-rescuers.
METHODS: The present study was conducted based on a causal-comparative (ex-post facto) design. The statistical population included 200 ones, and the sample size was equal to 120 (60 rescuers and 60 non-rescuers who were selected via random sampling method). Scherer self-efficacy questionnaire (1983), quality of work life questionnaire (1973), and Coopersmith self-confidence questionnaire (1967) were used to collect data. Data analysis was performed by analysis of variance.
FINDINGS: As evidenced by the obtained results, the highest and lowest percentages of rescuers were in the age group of 20-30 (51.92%) and under 20 years (5.77%), respectively. In terms of education, the highest and lowest percentages of rescuers had a bachelor’s degree (61.7%) and high school education (1.7%). Furthermore, the highest and lowest percentages of non-rescuers were permanent (63.73%) and contract employees (1.7%), respectively.
CONCLUSION: The results pointed out that rescuers enjoyed higher levels of self-confidence, quality of work life, and self-efficacy, as compared to non-rescuers.
Alireza Ebrahimi,
Volume 15, Issue 2 (5-2023)
Volume 15, Issue 2 (5-2023)
Abstract
INTRODUCTION: Identifying and classifying hospital suppliers and choosing the right hospital supplier are based on some criteria, such as price, quality, timely product delivery, and after-sales service.
METHODS: The research method was to select a suitable supplier through multi-criteria decision-making methods, including fuzzy TOPSIS and fuzzy Delphi. This research analyzed the selection criteria of hospital suppliers using fuzzy TOPSIS and fuzzy Delphi methods. The weight of the selected criteria and their importance were determined by holding interviews with hospital experts. In the next stage, the suppliers were evaluated, and finally, they were ranked using the TOPSIS fuzzy method.
FINDINGS: In this research, the criteria for selecting suppliers were based on the criteria determined by Dickson. According to the fuzzy Delphi method, 7 criteria of product quality, timely delivery, final product price, after-sales service, technical ability, product position among competitors, and easy-to-use product were selected for supplier evaluation.
CONCLUSION: The selection of a reliable supplier is becoming increasingly crucial given the critical role played by the healthcare sector, which includes hospitals and the Red Crescent as its constituents, the expanding development of technology, and the growing variety of medical equipment. According to the results obtained by the fuzzy Delphi method, the criterion of product quality with a score of 0.88 was chosen as the most important criterion, while the ease-to-use product index with a score of 0.7 was chosen as the least important criterion. The selection and evaluation of suppliers were accomplished through several different quantitative and qualitative indicators, such as cost, quality, timely delivery, and after-sales service. As a result, companies must choose key indicators and suitable suppliers because the right supplier leads to a reduction in purchase costs, as well as an increase in the quality of the products and ultimately the success of the organization in reaching its goals.
Mohammad Amjad, Mehdi Ebrahiminejad Rafsanjani, Mohammad Mehdi Poursaeid,
Volume 16, Issue 1 (1-2024)
Volume 16, Issue 1 (1-2024)
Abstract
INTRODUCTION: Crisis is one of the issues of human societies; the management of each of its stages requires a crisis management strategy; therefore, the purpose of the present research is to explain a model for the implementation of earthquake crisis management strategy in Bahabad County, Iran.
METHODS: In this study qualitative- quantitative research, Grounded Theory method was used in qualitative part. The statistical population in the qualitative phase included 12 specialists and experts who were familiar with crisis management. In the quantitative phase, a total of 53 ones were studied by using a researcher-made questionnaire who were responsible in the institutions subject to Articles 2 and 10 of the crisis management law of the country approved by the Islamic Consultative Assembly of Iran. About 47 ones were selected based on Morgan's table. The inferential statistics such correlation coefficient, regression coefficient, and multivariate variance analysis was used to find the relationship between the variables.
FINDINGS: In the qualitative part, 21 categories were separated after the theoretical saturation resulting from interviews with specialists and experts and then in the quantitative phase, these categories were divided into questions. The analysis of the neural network indicated that the significance of the components of strategy implementation in predicting the mentioned model in Bahabad County, Iran, so that "leadership" had the most impact and "data production, update, and processing" had the least effect on the model prediction.
CONCLUSION: Based on the presented model, the strategy implementation components are operationalized in each of the pre-crisis, during-crisis and post-crisis stages correspondingly through the three processes, including "tool-making", "flow-making," and "institution-making." According to the results, by upgrading these processes, the feasibility of the proposed model will increase as well.
METHODS: In this study qualitative- quantitative research, Grounded Theory method was used in qualitative part. The statistical population in the qualitative phase included 12 specialists and experts who were familiar with crisis management. In the quantitative phase, a total of 53 ones were studied by using a researcher-made questionnaire who were responsible in the institutions subject to Articles 2 and 10 of the crisis management law of the country approved by the Islamic Consultative Assembly of Iran. About 47 ones were selected based on Morgan's table. The inferential statistics such correlation coefficient, regression coefficient, and multivariate variance analysis was used to find the relationship between the variables.
FINDINGS: In the qualitative part, 21 categories were separated after the theoretical saturation resulting from interviews with specialists and experts and then in the quantitative phase, these categories were divided into questions. The analysis of the neural network indicated that the significance of the components of strategy implementation in predicting the mentioned model in Bahabad County, Iran, so that "leadership" had the most impact and "data production, update, and processing" had the least effect on the model prediction.
CONCLUSION: Based on the presented model, the strategy implementation components are operationalized in each of the pre-crisis, during-crisis and post-crisis stages correspondingly through the three processes, including "tool-making", "flow-making," and "institution-making." According to the results, by upgrading these processes, the feasibility of the proposed model will increase as well.
Alireza Ebrahimi,
Volume 16, Issue 2 (3-2024)
Volume 16, Issue 2 (3-2024)
Abstract
INTRODUCTION: The improvement of human resources refers to the activities through which the employees continuously keep pace with the changes and growth of the organization. It involves the improvement of the skills, knowledge, and capabilities of the employees in the perceptual and operational dimensions to increase the efficiency of the employees' performance. The present study aims to identify and rank the factors affecting the improvement of human resources in relief organizations in the RCS in Yazd province.
METHOD: The present study is applied in terms of purpose and descriptive survey methodically. The statistical population included all the senior employees and experts of the RCS of Yazd province (478 people). About 215 people were selected based on Cochran's formula. Data analyzed using fuzzy SWARA and SPSS-24 software.
FINDINGS: According to the findings, 21 factors affecting the improvement of human resources in the RCS of Yazd province were identified and prioritized using the fuzzy SWARA technique. It gives this opportunity to decision-makers and policy-makers to choose their environment and strategy based on the current situation.
CONCLUSION: The results revealed that the highest weight or the most important factor is the implementation and evaluation system (development of group activities and team building).
Alireza Ebrahimi,
Volume 17, Issue 1 (1-2025)
Volume 17, Issue 1 (1-2025)
Abstract
INTRODUCTION: Perceived organizational support facilitates employees' tendency to identify the humanitarian characteristics of an organization. Social capital encompasses concepts such as trust, cooperation, and collaboration among members of a group or society, forming a purposeful system that guides them toward achieving goals. Also, emotional intelligence represents an evolved form of attention to human resources in organizations and serves as a modern and appropriate tool for managers to control crises and guide individuals toward organizational objectives.
METHODS: This study is of a survey-cross-sectional type in terms of its applied purpose. The statistical population includes all senior staff and experts of the Red Crescent Society of Yazd province, 220 people were selected as a sample using Morgan's table.
FINDINGS: This study utilized causal relationships based on structural equations. The PLS model was tested based on two models, initially evaluating external models. The validity and reliability estimates of external models were assessed according to the criteria proposed in the reflective and mixed external models, then the internal model was evaluated. The external model, equivalent to the measurement model in covariance-based structural equation models, determined the relationship between latent variables and observed indicators.
CONCLUSION: The results indicate that the coefficient of influence of perceived organizational support on emotional intelligence is significant and 0.8% of the variance of perceived organizational support is shared with emotional intelligence based on the Coefficient of Determination (R2).
METHODS: This study is of a survey-cross-sectional type in terms of its applied purpose. The statistical population includes all senior staff and experts of the Red Crescent Society of Yazd province, 220 people were selected as a sample using Morgan's table.
FINDINGS: This study utilized causal relationships based on structural equations. The PLS model was tested based on two models, initially evaluating external models. The validity and reliability estimates of external models were assessed according to the criteria proposed in the reflective and mixed external models, then the internal model was evaluated. The external model, equivalent to the measurement model in covariance-based structural equation models, determined the relationship between latent variables and observed indicators.
CONCLUSION: The results indicate that the coefficient of influence of perceived organizational support on emotional intelligence is significant and 0.8% of the variance of perceived organizational support is shared with emotional intelligence based on the Coefficient of Determination (R2).
Farzaneh Rahimi, Hamidreza Hosseini Dana,
Volume 17, Issue 2 (4-2025)
Volume 17, Issue 2 (4-2025)
Abstract
INTRODUCTION: Since systemic limitations such as managerial weaknesses, lack of specialized skills, flawed policymaking, and inefficient structures have created serious challenges in the persuasion process. This study aims to design a strategic model for audience persuasion by the national media during the COVID-19 pandemic crisis.
METHODS: This research uses the grounded theory approach as a qualitative method. Data were collected through open-ended interviews and purposeful sampling of 20 experts and specialists related to the subject. The final model includes 264 codes, 85 concepts, and 78 categories. Data collection and analysis continued until theoretical saturation was achieved.
FINDINGS: According to the findings, factors such as flawed policymaking, ineffective interaction between the media and other sectors, lack of efficient managerial structures, and unhealthy competition were among the key barriers to audience persuasion during the COVID-19 pandemic. The final strategic model identifies capacities and suggests solutions to improve the audience persuasion process.
CONCLUSION: The results showed that fundamental reforms in structures, strengthening persuasive expertise, clarifying policies, improving interactions, and increasing public trust are necessary for the national media to play a more effective role in future crises. Therefore, paying attention to the values of the audience and utilizing cultural capacities can turn the national media into a powerful tool for crisis management.
METHODS: This research uses the grounded theory approach as a qualitative method. Data were collected through open-ended interviews and purposeful sampling of 20 experts and specialists related to the subject. The final model includes 264 codes, 85 concepts, and 78 categories. Data collection and analysis continued until theoretical saturation was achieved.
FINDINGS: According to the findings, factors such as flawed policymaking, ineffective interaction between the media and other sectors, lack of efficient managerial structures, and unhealthy competition were among the key barriers to audience persuasion during the COVID-19 pandemic. The final strategic model identifies capacities and suggests solutions to improve the audience persuasion process.
CONCLUSION: The results showed that fundamental reforms in structures, strengthening persuasive expertise, clarifying policies, improving interactions, and increasing public trust are necessary for the national media to play a more effective role in future crises. Therefore, paying attention to the values of the audience and utilizing cultural capacities can turn the national media into a powerful tool for crisis management.
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