Volume 25 - Supplementary
J Birjand Univ Med Sci. 2018, 25 - Supplementary: 1-15 |
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Mohammadreza Raeisoon1 
, Abbas Abbaspour * 2, Hamid Rahimian3 , Ali Khorsandi Taskoh4 , Samad Borzoian Shirvan5
, Abbas Abbaspour * 2, Hamid Rahimian3 , Ali Khorsandi Taskoh4 , Samad Borzoian Shirvan5
1- PhD Student of Higher Education Management at Allameh Tabataba’i University,Tehran,Iran
2- Department of Management and Educational Planning, Faculty of Psychology and Educational Sciences, Allameh Tabataba'i University , Tehran, Iran , abbaspour1386@gmail.com
3- Department of Management and Educational Planning, Faculty of Psychology and Educational Sciences, Allameh Tabataba'i University , Tehran, Iran
4- Department of Educational Planning and administration, Allameh Tabatabae'i University, Tehran, Iran
5- Department of Educational Planning and administration, Allameh Tabataba'i University, Tehran, Iran
2- Department of Management and Educational Planning, Faculty of Psychology and Educational Sciences, Allameh Tabataba'i University , Tehran, Iran , abbaspour1386@gmail.com
3- Department of Management and Educational Planning, Faculty of Psychology and Educational Sciences, Allameh Tabataba'i University , Tehran, Iran
4- Department of Educational Planning and administration, Allameh Tabatabae'i University, Tehran, Iran
5- Department of Educational Planning and administration, Allameh Tabataba'i University, Tehran, Iran
Abstract: (7464 Views)
Background and Aim: A third generation university is characterized by three significant missions, including the protection and dissemination of human knowledge, research, and paving the ground for the university to play a role in economic and social development. The purpose of this paper was to identify the structural components of medical universities in transition to third generation university.
Materials and Methods: This study is a systematic review. The search for the present study was carried out with the keywords of organizational structure, the organizational structure of universities, third generation university, entrepreneurial university, and organizational structure of the third generation university on databanks including ISI, SID, Magiran, ProQuest, sagepub, and PubMed as well as Google Scholar from 1990 to 2017. Afterward, all reviewed articles that had inclusion criteria were studied.
Results: A total of 42 articles that were related to the topic were employed. The majority of these papers suggest the modification of the organizational structure relative to the objectives and higher education procedures in order to enhance efficacy.
Conclusion: Given the findings, there is the emphasis on the complexity, formality, and concentration in the organizational structure of medical sciences universities. Therefore, it is necessary to make changes in the current structure of medical universities in order to transit to third generation university.
Materials and Methods: This study is a systematic review. The search for the present study was carried out with the keywords of organizational structure, the organizational structure of universities, third generation university, entrepreneurial university, and organizational structure of the third generation university on databanks including ISI, SID, Magiran, ProQuest, sagepub, and PubMed as well as Google Scholar from 1990 to 2017. Afterward, all reviewed articles that had inclusion criteria were studied.
Results: A total of 42 articles that were related to the topic were employed. The majority of these papers suggest the modification of the organizational structure relative to the objectives and higher education procedures in order to enhance efficacy.
Conclusion: Given the findings, there is the emphasis on the complexity, formality, and concentration in the organizational structure of medical sciences universities. Therefore, it is necessary to make changes in the current structure of medical universities in order to transit to third generation university.
Type of Study: Review |
Subject:
Medical Education
Received: 2018/02/3 | Accepted: 2018/04/8 | ePublished: 2018/09/5
Received: 2018/02/3 | Accepted: 2018/04/8 | ePublished: 2018/09/5
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