The Relationship between Social Capital and Organizational Indifference among the Central headquarters of Kerman University of Medical Sciences

The Relationship between Social Capital and Organizational Indifference among the Central headquarters of Kerman University of Medical Sciences Sabbah Faezeh1, Beheshtifar Malikeh2* 1. MSc Student, Department of Management, Azad University, Kerman, Iran. 2. Assistant Professor, Department of Management, Azad University, Rafsanjan, Iran *Correspondence: Rafsanjan, Velayat autoban, Azad University, Rafsanjan. Tel: 03431313083 Email: [email protected] Abstract: Introduction: The indifference of staff to their organizational problems is an issue affecting most governmental and some non-governmental organizations in Iran. This study aimed to examine the relationship between social capital and organizational indifference among the central headquarters of Kerman University of Medical Sciences. Methods: This cross-sectional descriptive- analytic study was performed on 181 Headquarters staff of Kerman University of Medical Sciences selected through random sampling method in 2015. For the measurement of social capital, a standard questionnaire consisted of three dimensions of cognitive, relationship and structural and to assess staff indifference, a questionnaire included 33 questions were used. Data analysis was performed through SPSS 20 software package Results: From all, 76.24% were female and 22.09% were male. Social capital and its components had inverse relationship with organizational indifference; that is, social capital increase was associated with decrease of organizational indifference of the staff. Conclusion: According to the obtained results, social capital, as one of the most important assets of the enterprise, can help organizations to create and share knowledge. It provides them a persistent organizational advantage compared with other organizations. Social capital decreases organizational indifference among staff and provide a condition for them to attempt in achieving the organization goals. Key¬words: Social capital, Indifference, Organizational indifference, Staff, Kerman University of Medical Sciences Citation: Sabbah F, Beheshtifar M. The Relationship between Social Capital and Organizational Indifference among the Central headquarters of Kerman University of Medical Sciences. Journal of Health Based Research 2016; 2(3): 289-298

Cost analysis of the education of students in School of Public Health, Kerman University of Medical Sciences, Iran, using activity-based costing model

Background & Objective: Quantifying real costs in total and per student is one of the key objectives of budgeting in long-term plans for higher education sector; without any doubt, this will improve the performance of universities. However, the evidences and experiences in this regard are very limited within Iran. The purpose of this study was to estimate and analyze all costs of a school (as a model) compatible with activity-based costing in the logics of operating budgeting. Methods: Having reviewed all available relevant documents of School of Public Health, Kerman University of Medical Sciences in one academic year (2010-11), real costs were extracted and categorized. In the same time, all available facilities (classes, laboratories, library, computer rooms, and common rooms), human resources, students, and infrastructures of the school were surveyed. The cost data were grouped into five sections: training costs, research costs, administrative costs, current supportive costs, and maintenance/development costs. Results: The total cost of School of Public Health was 24, 726 million Iranian Rial (IRR) consisted of 18,850 IRR for teaching costs, 1,894 IRR for research costs, 2,519 IRR for administrative costs and 1,463 IRR for maintenance and current costs. The total per student cost was 31.11 IRR. The total per postgraduate student cost was 2.5 times more than of undergraduate students. Conclusion: A main part of the costs, particularly salaries, is out of hand of direct managers of the school. These costs are usually hidden, and are not presented in costs at the school level. It seems that fixed salary of academic staff inflated human costs, while it is suggested that with a better educational management, the system could increase their responsibilities, and improve their productivities. Our computation, as a model, may help medical universities around the country to create a clear picture of their costs in line with the rules of operating budgeting. Keywords Cost per student educational costs operating budget economics of education educational plannin