Objective (s):Managers play a vital rol in hospital productivity. Succession planning is the process of identifying, developing, evaluating and training talented employees, which can, in turn, ensure organizational management and leadership continuity. Hospitals lag behind other business industries in using succession planning. This study aimed to identify key success factors of succession planning in a hospital. Methods: This case study was conducted in a public hospital that implemented succession planning in Tehran, Iran in 2018. Research participants were drawn from a purposive sample of hospital managers and employees (45 persons). Indepth semistructured interviews were conducted using open-ended questions. Thematic analysis was used for data analysis using MAXQDA 11 software. Results: Thirty-three factors affecting hospital succession planning were identified and grouped into two categories (i.e., internal and external factors). Internal factors including management and leadership (i.e., managers' support, stability and maturity and rules and regulations), strategic planning (i.e., organizational vision and goals, succession planning, and succession planning evaluation), organizational culture (i.e., mutual trust, effective communication, and organizational transparency), organizational learning (i.e., developing, executing and evluating succession education plans), employees' management (i.e., clear job career, talent management, employees' involvement and employees' performamnce evaluation), patients' management (i.e., patient satisfaction survey and paying attention to patients' needs and expectations in succession planning), resources management (committing resources, flexible organizational structure, succession planning committee and knowledge management) and process management (formulation, implementing and evaluation robust succession planning processes) affect management succession planning. Besides, a hospital's succession planning can be influenced by political, economic, social and technological factors. Conclusion: Succession planning in hospitals could be affected by internal and external factors. Hospital managers should consider these factors in their management succession planning.

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Objective: The current study aimed to assess the factors associated with HRQoL and HU among Patients with diabetes in Zabol, Southeast Iran.  Methods: Among patients referred to Zabol city diabetes clinic, a total of 213 consecutive patients 18 years and older consent to participate in the study in 2015. The Persian version of EuroQol-5D-3L (EQ-5D-3L) using the UK preference weights was applied to derive HU. Logistic regression and ordinary least squares were used for data analysis. The STATA version 13 (StataCorp LP, College Station, TX, USA) was used for statistical analysis. Results: The highest and lowest proportions of "some or extreme problems" were seen in pain/discomfort (86.6%) and self-care (27.8%) dimensions of the EQ-5D-3L, respectively. About 33% of women and 14% of men rated their health worse than death (p=0.002). The mean EQ-5D-3L index score and visual analogue scale were 0.37 (95% CI: 0.31-0.42) and 51.6 (95% CI: 48.7-54.5), respectively. Older age at diagnosis, longer duration of diabetes, lower education, and history of macrovascular complications were associated with lower HRQoL and HU. Conclusion: This study highlights the importance of education and diabetes-related complications in HRQoL/HU of diabetes people. The findings suggest that urgent interventions are required to improve HRQoL/HU of diabetes patients in Zabol. Moreover, our results provide inputs for future economic evaluation studies among diabetes patients with similar socioeconomic status in Iran.

Background: In today's competitive environment, continuous, continuous and long-term relationship with the customer is the key to achieving the success of healthcare organizations. Therefore, this study was conducted to survey customer relationship management in affiliated hospitals of Zabol University of medical sciences. Methods: This study is applied and descriptive in terms of method. The statistical population includes the staff of hospitals that 205 people were selected by simple random sampling method. The data collection tool was a two-part questionnaire (demographic and customer relationship management). Research data were analyzed using SPSS 18 software. Results: In this study, the average score of customer relationship management was 3.16 points. The average scores of each of the dimensions of attracting, maintaining and expanding customer relations, infrastructure dimension and customer orientation dimension were 3.1, 2.9 and 3.48 points, respectively. Conclusion: According to the findings, customer relationship management and each of its dimensions was in a moderate position. Therefore, managers of health care organizations should take steps to improve each of the dimensions of customer relationship management in order to increase the loyalty of their customers and the productivity of the organization.