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Introduction: Entrepreneurship is a long term educational and training process which necessitates the planning in Iran's educational system especially in universities and higher education institutes. Thereby since 2001, the KARAD project (Entrepreneurship Development in Universities) was started by ministry of sciences, research and technology. However in universities affiliated to health ministry, there are no similar settings with defined organizational structure. 

Methods: This is a comparative and cross-sectional study carried out to developing organizational structure of entrepreneurship centers in universities affiliated to Ministry of Health (MOH).. The study population included 12 entrepreneurship centers affiliated to Ministry of Sciences, Research and Technology in Iran and 10 centers from selected universities in USA, Netherlands, and Malaysia. Interview and observation methods were used to collect data, and the study tool was a valid and reliable questionnaire.

Results: Present study identified the organizational structure, goals, duties, programs, resources, appraisal methods, strengths, and weaknesses of selected entrepreneurship centers. The above-mentioned organizational structures were tested and confirmed by Delphi Technique. At last, considering mentioned variables, health ministry structure, and related socioeconomic conditions, we designed an applied organizational structure to initialize an entrepreneurship center in medical sciences universities.

Conclusion: Our findings showed that it is necessary to establishment of entrepreneurship centers in medical sciences universities. The organizational structure of these centers should be scientific, dynamic, and flexible and conform to mission of center. The model designed in present research, can help to initiating the entrepreneurship centers in medical sciences universities in Iran and it is important for entrepreneurship development for health fields.

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Introduction: One of the most important challenges of our time is the need to have a system of disaster management to confront the natural and man made disasters. In order to set in place such a system in a country, there is an essential necessity to design a special organizational structure in the areas of disaster management. The main objective of this study was to design a structural model for disaster management in Iran. Methods: This is a comparative study with an applied proposed model. In planning this structure of disaster management, the study is based on institutional structures of United Stats of America, Japan, Australia, India, Turkey and Indonesia in comparison with Iran. The information used in this study has been researched both from first hand scientific and bibliographical sources mainly from foreign sources like books, scientific magazines, official reports which have been obtained directly from databases in the related countries and domestic printed and official published documents. In planning the structural research model, the original model was based on comparative studies and situational analysis of related countries. This model was conceived using Delphi scientific technique and put for scrutiny by 30 of scientific scholars and professionals in the field of disaster management and then the final model was proposed. Results: The results of studies in selected countries showed that: developed countries have an organizational structure for disaster management that is able to respond to natural and man made disasters in one centralized command structure with a structural pattern that enjoys a high degree of centralized complexity and formal structure. Meantime the results in most countries studied showed that the structure of disaster management is in the form of exclusive independent organization under the countries highest executive's authorities. Most countries attention to the whole system of organizing disaster management is focused on process of mitigation, forecasting, preparedness, response and recovery. The pattern designed in this study was also prepared based on the findings of this study's conclusion , like considering basic plan a centralized unique organization for natural and man made disasters a high level council in macro level and other levels with a need to categorize the delivery services in accordance with the conditions of Iran was proposed. Conclusion: Paying attention to Iran's vastness variety of disasters and its degree of strength necessity of existence of a prevailing plan, a need for a new organizational structure is felt as one of the countries' essential needs in the field of disaster management. Use of a suitable and deserving structural model will lead to increase economic advantage, reduction of beurocratic barriers and speeding up disaster management related activities.

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Introduction: In modern economics, equity objectives are the main reasons for government intervention. Dispensation policies are not only related to economic outcomes (such as income, etc.), but encompass other issues such as education, health and social services. This has led to entrusting the provision of social health and educational needs to the government. The purpose of this study was to investigate how much government expenditures would be effective in achieving better health outcomes.

Methods: In this study, panel data of a group of Organization of Islamic Countries (OIC) in 1991–2005 was used to explore the effectiveness of government expenditures in health and education sectors. Classical Econometrics Model (CEM) and Covariance Structure Model (CSM) were applied to analyze the relationship between public social expenditures and social indicators.

Results: The results of this study showed that the government expenditures in these sectors had significant impact on the health and education indicators in these countries. Furthermore, the superiority of the CSM model to CEM was approved in this study.

Conclusions: Since the governments are committed to achieving Millennium Development Goals, it is of prime importance to consider the effectiveness and efficiency of public expenditure. Furthermore, using particular estimation techniques, like CSM, can lead to accurate estimation of social expenditure effects and an improvement of the elasticity magnitudes.

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Introduction: Effective sharing of knowledge among faculty members is one of the most important prerequisites fo quality in science and research. The purpose of this paper was to examine the organizational factors influencing knowledge sharing (including culture, structure, leadership and strategy) among faculty members in the field of medicine.
 Methods: The present study was based on mixed method and applied research which was conducted in 2012. The study population constituted 423 faculty members of medical universities and research centers in Iran selected by means of stratified sampling using a questionnaire , the face and content validity of which were confirmed bythe experts. The Cronbach's alpha coefficient for each scale dimension was more than 0.8 thus, the reliability of the instrument was confirmed. For data analysis, statistical software SPSS15, using Pearson Correlation Coefficient was used.
Results: According to the statistical results, . About 13 percent of faculty members perceived the condition of organizational culture favorable and only 6 percent of them evaluated the condition of knowledge sharing appropriate. 16 percent of faculties evaluated leadership and about 12 percent evaluated organizational strategies appropriate. There was a significant relationship between organizational factors and intra- (P value=0.527) and inter- (Pvalue=0.488) organizational knowledge sharing.
Conclusion: Due to the importance of organizational factors in educational and research centers, it is recommended that knowledge management in general and knowledge sharing in specific be taken into consideration with a particular attention to the various aspects of this issue from different dimensions in organizations

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Introduction: The necessity of changes in universities moving from the second to the third generation, requires scientific and applied studies in this field. The present study aimed to provide a model for the organizational structure of third generation of Medical Universities.
Methods: This qualitative study was conducted in Medical Universities in Tehran and Fars provinces. The population consisted of 288 assistants and senior experts 18 of whom were selected as statistical sample by using the theoretical saturation method. An open-ended interview was used to collect data which were then analyzed using MAXQDA12 software and three phases of open, axial and selective coding to develop a grounded theory and a model.
Reisuls: The final model represented 6 main categories of internal and external requirements, university structure, consolidation of organizational structure and the existing barriers, internal factors, and entrepreneurship all of which can be considered as the innovation of this study.
Conclusion: The internal and external needs of universities affect the structures of the third generation universities; therefore, some strategies are needed to consolidate the organizational structures. These strategies are also affected by internal factors and barriers, and would ultimately lead to entrepreneurship and its advantages.


 

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Introduction: One of the important economic issues that arise due to limited resources and increasing costs in the health care system is the analysis of hospital costs. The aim of the present study was to investigate and compare the cost structure of the selected hospitals affiliated with Isfahan University of Medical Sciences from 2011 to 2020.
Methods: The present applied research is a descriptive type. A researcher-made checklist was used to collect the data. The cost data were obtained from accounting and financial department of each hospital. Then, the data verification process was carried out in cooperation with financial and accounting department of Isfahan University of Medical Sciences. The data were analyzed by using Microsoft Excel 2016.
Results: The results showed an increasing trend in the total cost of hospitals. The cumulative cost structure of the selected hospitals during the years under Study showed that personnel costs accounted for 55.95% of the total cost (ranging from 46.40 to 70.93%). The costs of medicine and medical consumables, which had the highest share after the personnel costs, accounted for 19.76% of the total cost (ranging from 12.98 to 33.30%).
Conclusion: Identifying the cost structure provides a correct and evidence-based insight for planning, cost management and evaluation of hospital efficiency and paves the way for hospital officials to reduce hospital costs and improve the quality of health services. Consequently, this can form the basis for informed decision-making. Considering that in the hospitals under study, a significant share of the total cost was allocated to personnel costs and medicine and medical consumables, hospital officials can pay more attention to the management of these costs and prioritize them in their planning.