The purpose of the current research was to investigate the obstacles to the implementation of school-based management in Iran's educational system based on the interpretive structural modeling approach. The research method was a modeling study. The statistical population of the research was specifically the academic staff members of the university, 25 of whom were purposefully selected from the desired cases. The data collection tool was a researcher-made self-interactive questionnaire. In order to measure and evaluate the validity of the questionnaire, the criterion of content validity was used. The content validity of the questionnaire was 0.96. The data analysis was done with interpretive structural modeling method. The results of the research showed that 9 factors play a role as barriers to school-oriented management. Also, the results showed that financial obstacles (the cost of school-oriented management), socio-cultural obstacles and political obstacles (political focus on schools by the central government) as key independent variables have high influence power and low dependence. Also, the results showed that the lack of belief in the professional competence of school administrators, the lack of infrastructure facilities, the emphasis of upper management on the supervision and control of schools, and the lack of cooperation of local communities with school-based management as the linking variables with the greatest power of influence and the greatest power of dependence. and the centralism in the education system of the country and the lack of legal powers to school managers and staff as dependent variables have high dependency power and low influence power.

Encyclopedia of new religious movements edited by Peter B. Clarke provides a truly engaging and authentic view of the emerging religious movements on a background of the universe. This encyclopedia, containing 428 articles from leading academics, studies the remarkable examples of religious movements emerging in each continent. Clarke as an editor has written a higher income as "New Religions as a global phenomenon", a "Resource guide of NRM" and a useful article entitled "Typology of new religions" in this encyclopedia. This encyclopedia is a leading, research, updating, important, and valuable reference for academic libraries. However, the encyclopedia suffers from some disadvantages, among which we can refer to apparent contradictions in Index, the incidence of historical errors, print, etc., in its context and putting NRM identified with the Cults, sects, and counter-culture groups

Strong floors and reaction walls are important elements of structural mechanics laboratories. They should be designed before the construction of the laboratory building for efficiency. They have a gallery used for the anchorage of the test models and storage of test equipment. In this paper, a strong floor without a gallery has been designed for an existing laboratory facility. The anchorage system has been designed to fix the model structures to the strong floor. Design issues of strong floor and reaction floor systems are mentioned in the scope of the paper. The construction of the system is simple and economical and provides a comfortable environment for experimental studies.

The National Health Service (NHS) was established in 1948 to provide equitable healthcare for all citizens. Over the years the NHS has gone under different reforms and changes. In 2002 the NHS launched one of its biggest changes in structure since its commencement in 1948. The scale of these changes are greater than those established following the white paper “Working for Patients” in 1989 (Conservative Government) that indicated the introduction of the internal market (focus on efficiency). This review therefore proposes to give a brief summarize of the structural changes and current structure of the NHS in the England. The NHS plan was published in July 2000 (Labour Government) and outlined a 10 year plan of investment in the NHS. This delineates a vision for a service planned around the patients and more responsive to patients’ needs. The Government emphasizes on the empowering of staff at all levels as a way to achieve this vision. "Shifting the Balance of Power" is part of the Government’s plans for implementation of the NHS Plan and has directed to the establishment of new structures. The main feature of change has been giving locally based Primary Care Trusts the role of running the NHS and, with the local authorities, improving health in their areas. The PCTs are receiving 75% of the NHS budget to act as primary services provider, commissioner (service purchaser), network developer and controller. In addition, all former Health Authorities have been abolished and new Strategic Health Authorities (SHA) have been created to serve larger areas and with a more strategic role. The SHAs are responsible for developing strategic frameworks for the local health service; performance of the local health service; and building capacity in the local health service. The Department of Health is also refocusing to reflect these changes, including the abolition of its Regional Offices and relegating some of its operational responsibilities to SHAs and other rganizations. While NHS Trusts (the organizations responsible for running most NHS hospitals, mental health and learning disability services, ambulance services and patient transport) continue to have the similar functions as before, they will have to create new working relationships with PCTs and SHAs. In addition Foundation Trust, which often referred ‘Foundation Hospitals’, were set up in April 2004 and are freestanding hospitals with greater autonomy within the NHS. New structures signify new relationships and partnerships both between NHS organizations and with other stakeholders. All NHS organizations locally - PCTs, Care Trusts and NHS Trusts -are now part of a single structure in which they are supposed accountable to SHAs, which are in turn accountable to Department of Health and ultimately to Secretary of State for Health. Relationships with other collaborators such as Local Authorities and voluntary organizations are also crucial, particularly for PCTs as they work towards improving health and integrating health and social care.  

Purpose: The future of the construction industry is increasingly influenced by new technologies. In order to adopt appropriate strategies in facing new technologies, it is necessary to know the possible futures of the construction industry. This research was done with the aim of explaining the technological uncertainties and compiling the future scenarios of the construction industry.  Method: The research method is applied and was carried out with a combination of quantitative and qualitative methods. First, the library study was used to determine the technological drivers, then the Structural Analysis was used to explain the technological uncertainties, and finally, the Schwartz method was used to compile the scenarios. The statistical population is experts of construction industry. Findings: Nine technological uncertainties affecting the future of the construction industry have been identified and for each of them, three states of decline, stagnation and progress have been considered. Data analysis by Scenario Wizard shows eight probable scenarios. The portfolio of scenarios including four groups of progress scenarios, towards progress, towards stagnation, and towards wane has been compiled. Conclusion: In the progress scenario, the 89% of uncertainties have developed. In  towards progress, 56% of the factors are in the development status, which indicates the development of the technological factor application. In the stagnation scenario, no progress has been made in the application of uncertainties and they are in a static state. In towards wane, uncertainties have been placed in a situation of reduced use.