| چکیده انگلیسی مقاله |
Introduction: The evaluation of the internal environment is included the evaluation of an organization position, evaluation of performances, identified its problems and its potential abilities. If the internal evaluation has been done correctly, it makes a comprehensive view of existing situation in the organization, bring about a correct overview to it in which irrelative and inefficient programs would be replaced by competitive and efficient ones. The aim of present research was evaluation of internal environment in the teaching-curative hospitals in Shiraz city based on six dimensions Wise board model. Methods: Present research is a descriptive cross-sectional applied study. In this study 362 people of personnel of teaching-curative hospital of Shiraz have been involved. Data have been collected by standard questionnaire, and analyzed by SPSS software, using t-tests. The maximum score was 7. All scores under 4 showed the strength and scores more than 4 showed the weakness points. Results: The average of the variable studied data in this research which included setting goals, organizational structure (organized activates), leadership, coordination, awarding system, staffs' communication and their points' of view according any changes, Ranks of the hospitals are as follows: for Namazi Hospital: 3.80, 4.01, 4.26, 4.39, 4.43, 3.74 for Zaynabiyeh Hospital: 4.04, 4.20, 4.84, 4.72, 5.96, 4.16, 3.68 for Chamran Hospital: 3.84, 3.48, 2.68, 3.76, 4.96, 3.36, 3.6 for Hafez Hospital: 3.24, 4.21, 3.44, 4.12, 4.84, 2.72, 3.52 and for Shahid Faghihi Hospital: 2.75, 4.84, 3.80, 4.36, 5.32, 3.48, 3.80. Conclusion: According to the finding data in this research: in setting a goal: Zaynabiyeh hospital, in organization structure Namazi , Zaynabiyeh, Hafez , and Shahid Faghihi in awarding system all studied hospitals and in communication Namazi and Zaynabiyeh hospitals had weakness points in which it is needed more attention. In all the hospitals, the staffs' point of view toward changes had strength points. , |