---

The emergence of social organization and development of their more obvious characteristics of a civilization. What quality management is distinct from a traditional management include: Attention to processes rather than organizations.To improve work processes rather than just the output. Reinforce and strengthen the organization and to strengthen communication within and outside the organization to increase customer confidence, reduce unnecessary and costly activity and increase profitability, improve basic shape activities within the quality management system is carried out The participation of all employees in process improvement. Optimization of the system components to optimize system performance against. Establishing a comprehensive quality management system in an organization to create.  the conditions to be processing all administrative activities. Executive Search processes are precedents within the system while processes are used to define the potential in employees. The quality management system, ability to meet customers' are needs.

---

Background: The aim of this study was to investigate the role of The organizational citizenship behavior on the establishment of a comprehensive quality management in hospitals of Medical Sciences, Sari city.

Materials and Methods: This study is applied and descriptive method survey. The statistical population is composed the number of 1180 people included all employees in Mazandaran University of Medical Sciences hospitals (city of Sari) that according to Krejcie & Morgan table (1970) Stratified random sampling method 291 persons samples were selected as based on gender. For data collection from questionnaires Podsakoff et al (1990) with 5 factors (conscientiousness, sportsmanship, civic virtue, respect and courtesy, altruism) consists of 24 questions and the questionnaire as well as total quality management (TQM) with 8 questions were used.The validity ostensible and content was confirmed by specialists and its reliability using Cronbach's alpha coefficient was 0.85 for organizational citizenship behavior and total quality management questionnaire was 0.89. To analyze the data, univariate and multivariate regression analysis were used.         

Results: Univariate regression analysis showed that, The organizational citizenship behavior positive and significant role in the establishment of a comprehensive quality management and total quality management score about 36% of the variance is explained by The organizational citizenship behavior. The results of multivariate regression tests showed that, of loyalty, chivalry and altruism positive and significant role in the establishment of a comprehensive quality management, and the chivalry with beta coefficient β=0.301 plays the most important role in the establishment of a comprehensive quality management.

Conclusion: The organizational citizenship behavior on the establishment of a comprehensive quality management in the hospitals of the city of Sari positive and significant role and chivalry is the most important role.  We suggest that managers and directors of medical sciences pay more attention to this aspect.

---

Background and purpose: One of the proper tools to create a dynamic organization which can maintain its sustainability and competitiveness in a hazardous environment comprehensive along with natural resource constraints and the problems of using human resources, is to aapply new management models particularly total quality management. Therefore, a deep belief in concepts, philosophy as well as its fundamental principles should be created in order to properly understand the importance of comprehensive quality management and its effectiveness. The purpose of this research is to identify and prioritize the effective factors in implementing total quality management using the hierarchical analysis process in Hamadan University of Medical Sciences and Health Services.
Materials and Methods: By reviewing the thematic studies, 13 subcategories were identified in four main categories which are personnel factors, systems and techniques factors, organization factors and evaluation and feedback factors. Next, the main and secondary factors were prioritized from the perspective of experts by using a hierarchical analysis method in Expert Choice software.
Results: According to the results, the factor of employees, the factor of evaluation, the factor of organization and the factor of systems and techniques were 0/382, 0/317, 0/188 and 0/112, respectively from the experts' opinion. Their priorities also came from one to four according to the goal. After determining the final weight of the sub-components, training factor (0/197) was the first priority, communication factor (0/163) and the weight performance evaluation factor (0/30) in the second and third priority were placed, respectively.
Conclusion: The most effective factor in implementation of comprehensive quality management is staffing. The logic of this case can be reasoned from existing theories. Because the discussion of employees' participation, morale and teamwork, along with staff training, is one of the important issues in the establishment of comprehensive quality management in Hamadan University of Medical Sciences and Health Services
 

---

Background and purpose: The purpose of the study was to examine the dimensions and components of organizational agility to design a framework.
Materials and methods: The methodology is descriptive. The statistical society was selected from employees in the Social Security organization of Bojnourd (N=148). The samples were 132 staff that return the questionaries.  The data collected by a researcher-made questionnaire which has content and face validity and Cronbach’s Alpha was (r = 0.934).
Results: According to factor analysis, 50 item classified into 8 (Management, performance management, total quality management, change management, cultures and values, human resources management, information management and corporate communications, component technology (e-government)) dimensions. Result showed the weight of the regression of the three components of change management; comprehensive quality management and human resources management are 0.89, 0.80, and 0.62. The coefficient of regression impact was 0.37 for organizational component, 0.20 for components of cultures and values, 0.28 for performance management component, 0.25 for information management and 0.20 for component of technology.
Conclusion: The best way to survive and succeed in organizations in the current world is to commit to "organizational agility." According to the findings of the research, the social security organization should consider the implementation of 8 dimensions and their components in order to achieve agility.