Introduction: The hospital personnel and staff preparedness and their knowledge about hazards, disasters and also disaster management are effective in disaster management during an earthquake. The present study aims to study the vulnerability of a military hospital against earthquake in Tehran.
Methods: In this desc riptive field study, questionnaire (with 18 open questions) was distributed among 30 staff of hospital. Then, the answers were studied and analyzed definitely. Non-structural components were evaluated with the checklist.
Findings: About 83% of respondents have declared that there is no warning system in hospital in time of disaster. About 50% of staff have announced that the hospital has a protective system. 70% of respondents have believed some items are necessary such as: learning how to deal quickly; how to retrofit non-structural components; and how to cooperate with relief workers dealing with disaster. Most of respondents thought that there should be a resistant room or parking outside the hospital as a temporary housing. Unexpected disasters headquarter and disaster management organizational chart are considered as strength points and lack of some structural and nonstructural standards are as the weak points in the mentioned hospital.
Conclusion: There are some other weak and strength points in hospital despite having committee of unexpected disasters and disaster management organizational chart. Although, there are some opportunities outside the hospital, many external threats may increase the hospital problems in time of disasters.

INTRODUCTION: The most important, useful, and cost-effective way to attain organizational goals is the improvement of intergenerational-interpersonal communication among different generations of employees in the workplace. Therefore, the present study aimed to assess the role of intergenerational-interpersonal communication in the performance of 50s-70s-generation employees of the Red Crescent Society of Tehran (age range of 20-40 years) in 2019.
METHODS: This applied research was conducted based on a descriptive-survey design. The statistical population of this study includes all employees of the Red Crescent Society of Tehran province (n=160). The participants were selected via the census method. A researcher-made questionnaire was employed to collect data, and SPSS software (version 24) was used for data analysis.
FINDINGS: Based on the results, the variables and dimensions of intergenerational-interpersonal communication were significantly and strongly correlated with the performance of 50s-70s-generation employees of the Red Crescent Society of Tehran province. In other words, the employees' performance will be enhanced with an improvement in the dimensions of intergenerational-interpersonal communication.
CONCLUSION: As evidenced by the obtained results, effective intergenerational-interpersonal communication skills training should be considered one of the goals of stakeholders. Moreover, groupism and relationship solidarity are among the effective factors influencing employee performance. This solidarity can be significantly improved by the establishment of intimate relationships, membership in groups, interaction, face-to-face communication, social status, appropriate expectations, necessary trust, participation in decision-making, and managers' acceptance of individual differences.