مقالات رزومه محمدرضا توکلی

Nowadays, with many challenges in organizations such as hospitals, strategic management is considered necessary more than ever. Without strategic management in organizations, even survival is not possible. Given the importance of strategic management on organizational innovation and productivity, especially in hospitals, this study aimed to investigate the relationship between strategic thinking with innovation and productivity in different levels of managers in a military hospital.
In a cross sectional study, all senior, middle and operational managers in a military hospital were entered by the census method in 2017. The data gathering tool included 3 questionnaires; strategic thinking measurement questionnaire based on the Liedtka model, the productivity questionnaire was based on the Hersey - Blanchard Model and Chang-Lee innovation questionnaire. Data analysis was performed using Pearson correlation, using SPSS 18 software.
A total of 17 managers with a mean age of 45 years were included. A significant relationship between strategic thinking and productivity (r=0.59, P=0.013) and also with innovation (r=0.54, P=0.021). In this way, the more strategic thinking among the managers of the organization, the more innovation and productivity in the organization will increase Also, there was not a significant relationship between strategic thinking and age, work experience, management work experience and degree of education (p >0.05).
Considering the meaningful relationship of strategic thinking with productivity and innovation in this study, one can conclude that by reducing strategic thinking, the amount of productivity and innovation in the organization is reduced, leading to stagnation and failure.

In year 1995, new system administration plan of hospitals (fee for service) was notified. This scheme was implemented in hospitals for 20 years. In the early September 2104, new guidelines of performance-based fee for service plan with the aim of deficiencies in the previous plan was reviewed and implemented in hospitals in Isfahan. This study aimed at investigating reform strategies to improve monitoring performance and infrastructure implementation development of the new scheme of fee guidelines in 2014.
This study was a qualitative one based of phenomenology. Depth interviews were used to collect data. Eleven individuals assessed including top and middle managers and professors of Isfahan University of Medical Sciences using content analysis method.
In this study, eight main themes and ten sub-themes extracted including appropriate policy making, health management reform in health system, cultural building in monitoring, proper planning, physician's motivation, infrastructure improvement, improving training, informatics and constructive interactions between senior managers and hospital's directors.
With the aim of rationalizing the health system, new instructions and fee for service plan should be considered well to tackle weak points. It seems that coping with these weak spots in new fee for service plan, has feasibility to provide more satisfaction among physicians and staff. To achieve main goal of the project which defined as patients and staff satisfaction, using new reform strategies to facilitate plan implementation, continuing observation and stronger mentoring recommended.

In 1995 the new plan (system) of hospital administration plan/scheme (fee for service) was communicated. According to this plan a proportion (percentage) of the hospital income would be allocated to the hospital staff as a fee for service; the remaining would, after deducting other expenditures, be allocated for the autonomy of the hospital. Based on the plan/scheme, the Supervisory Board will consist of two main committees, namely, the High Supervisory Board and the Supervisory Board for the Centers (hospitals). The main objective of this study was to evaluate the performance of the Supervisory Board in the new system of hospital administration plan in selected teaching hospitals of Esfahan, Iran in 2014.
This was a qualitative research. Eleven individuals were selected by targeted sampling and interviewed using semi-structured interviews. The thematic analysis method was used to analyze the data.
Based on the thematic analysis results, the main source of weakness in the underlying and structural factors (developing programs and the implementation phase) was the Hospital Administration Supervisory Board in the new system.
It can be concluded that the most notable findings in this study are weaknesses in the underlying and structural factors (developing the program) and weak underlying and structural factors (implementation of the program). The findings will help health policy-makers to develop suitable strategies and a plan of action to minimize weaknesses of the new fee for service scheme/plan.