The Journal of

Investigating Managers' Perceptions of Teaching Hospitals of Shahid Sadoughi University of Medical Sciences in Yazd about Diversity in Crisis Management in 2020
Hasan Jafari(Ph.D.)¹,Mohammad Ranjbar(Ph.D.)²,Razieh Montazeralfaraj(Ph.D.)²,Seyed Kazem Abghary(MSc)³
1. Assistant professor, Health Policy and Management Research Center, Department of Health Care Management, School of Public Health, Shahid Sadoughi University of Medical Sciences, Yazd, Iran
2.Associate professor, Health Policy and Management Research Center, Department of Health Care Management, School of Public Health, Shahid Sadoughi University of Medical Sciences, Yazd, Iran
3. MSc Student of Health Care Management, Student Research Committee, Faculty of Management and Medical Information Sciences, Kerman University of Medical Sciences, Kerman, Iran.
Email: s.k.abghary@gmail.com
 
Abstract
 Intoduction: Today, due to the diversity of organizational structure and culture, the diversity is one of the basic principle in crisis management.Crisis management consists of six components including flexibility, inclusion, trust, risk perception, adaptability and equity.The purpose of this study was to Investigate the managers' perceptions in teaching hospitals of Shahid Sadoughi University of Medical Sciences in Yazd about the diversity in crisis management in 2020.
Methods: This study was a descriptive cross-sectional analytic type. To collect data from standard questionnaires and reliability it was use before the validity has been a study.because of the limitation of the number  of  subjects failed and census sampling was used method and using SPSS24 software and the use of statistics to examine the perception of the amount of the descriptive variation in the crisis management component and also such tests, pearson solidarity with the help of variances and independent t-analysis to examine the connection between the administrators and demographic factors were dealt with the perception .
 Results: The highest and the lowest level of managers' perception were inclusion and equity (3.37 ± 0.64) and adaptability (3 ± 0.71), respectively. There was a statistical significant difference between crisis management components with work history, age and job type. The highest level of importance was regarded to inclusion and the flexibility of crisis management programs, and the lowest level was related Equity in hospital crisis management.
 Conclusion: Employees in diverse positions have different definitions of adaptability in crisis. It is necessary to perform further research and educate hospital manager’s duties.
 Keywords: Crisis Management, Crisis components, Perception, Hospital, Hospital Managers
 Conflict of interest: The authors declared that there is no conflict of interest.
References
1-Khankeh  H, Masoumi  GR, Ardalan  A, Sarvar  M, Miadfar  j, Daddoust  L, et al. Hospital preparedness for accidents and disasters: A Country program. Tehran: University of Social Welfare and Rehabilitation Sciences Publications; 22.[Persian]
2-Vafaei A. "Hospital Disaster Planning" [dissertation]. Tehran: Shahid Beheshti Medical University, 2010.
3-Yaghubian M.crisis management.2011, Accessed 16 June 2012.from
 http://www.uploads.com/2011/12/management.
4-Fener T, Cevik T. Leadership in Crisis Management: Separation of Leadership and Executive Concepts. ProcediaArshiveEconomics and Finance. 2015
5-Fathi Sangha P. Investigating the relationship between crisis management and hospital performance indicators In selected hospitals of Kermanshah University of Medical Sciences {Thesis}, Tehran: Electronic unit of Islamic Azad University, winter 2017.[Persian]
6-Memarzade M.{Hospital Management in Disasters]. Pro-4. ceedings of Second International Congress on Health, Medication and Crisis Management in Disasters; 2004 November 23-25; Tehran, Iran: 426. [Persian]
7-Azadian G, Rasuli Azad MR, Hasumi T. The social effect of crisis management on decisionmaking of managers in region eight of Islamic Azad University. Journal of Modern Thoughts in Education 2013
8-Wreathall J. Properties of resilient organizations: An initial view. In Hollnagel, E., Woods, D. D., Leveson, N. (eds), Resilience Engineering: Concepts and Precepts. Aldershot , UK: Ashgate. 2006
9-Tabrizi J.S, Gharibi F. The place of crisis management in the national model of hospital functional accreditation. Scientific Quarterly Journal of Rescue ,2012; 4(3)b: 35_46.[Persian]
10-Page S. The difference. Princeton, NJ: Princeton University Press, 2007.
11-Osilaja PD. Issues of Diversity in Crisis Management. A Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree Doctor of Education in Organizational Leadership. College of Education and Organizational Leadership, university of La Verne, 2008. Available at https://books.google.com/books?id=xH8vAs1flREC&p g=PA102&source=gbs_toc_r&cad=4#v=onepage&q&f =true
12-Levi D. Group dynamics for teams. Thousand Oaks, CA: Sage, 2001.
13- Bechtold B A chance to make the future: How intact work teams construct their resolution of organizational crises. Doctoral dissertation, Fielding Graduate Institute. 2002. (UMINo. 3072256)
14-Rescher N. Predicting the future: An introduction to the theory of forecasting.New York: State University of New York. 1998.
15- Rosenfeld P. Edwards J. Thomas M. Improving organizational surveys: New directions, methods and applications. Thousand Oaks, CA: Sage. 1993.
16-Yusefi A.R, Kavosi Z, Nikmanesh P. Managers' Perceptions of Diversity Dimensions in CrisisManagement at Shiraz Teaching Hospitals. Journal of Health Based Research 2017; 3(3): 227-236. [Persian]
 17-Seyedin H, Zaboli R, Malmoon Z, Rajabifard F. General Hospital Managers’ Perception Regarding Crisis Management at Iran and Tehran University of Medical Sciences. Journal of Hospital 2016 .[Persian]