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The onset and spread of COVID-19-related disease and the measures taken by the government to combat it have given rise to several legal issues. The most important of these issues can be considered the government's legal framework in the fight against this disease and the responsibility for compensation. Examining the first issue through Iran's current laws and regulations, it became clear that choosing the appropriate legal framework in the fight against this disease could be more than the basic and ordinary regulations. Instead of creating a national headquarters to fight COVID-19 under council approvals, the Supreme National Security Service shall use the capacities of the crisis management organization and the relevant law and the provisions of Article 79 of the Iranian constitution.

Talent Management is an organizational approach which companies feel allows them to maintain and enhance the performance of their highly gifted workers. It is an effective method to employ the appropriate talent and to prepare it to assume top positions in the future, to evaluate and manage its performance and also to keep it from leaving the company. The success of any organization, which analyses the skills retention strategy used by the IT sector in India, relies on the performance of its workers. And the research that address, Talent management, IT & ITES Sector in India and based on a comprehensive literary evaluation of chosen IT businesses in India, as well as material gathered from primary and secondary sources. Indian IT Companies Talent Management, Talent Management at TCS, Infosys Talent Management, IBM Talent Management, Organization Development.

Introduction: One of the factors that can create the necessary commitment among employees for the success of the organization is the prevailing atmosphere of the organization. In other words, a proper atmosphere and favorable moral climate help to improve performance, achieve goals, and maintain communication in the organization and play a vital role in the performance of the organization (in any field of work). Therefore, this study aimed to explain and design a spirituality-based work ethic model in the workplace in the Crisis Management Organization, Tehran, Iran. Method: This applied research was conducted based on a mixed methodology. The statistical population of this study in the qualitative part consisted of 128 directors of Tehran Crisis Management Organization in 2020-2021, reaching saturation with 19 people. Moreover, the statistical population of this study in the quantitative part included the staff of Tehran Crisis Management Organization in 2020-2021, among which 250 samples were selected based on Cochran's formula. The samples were chosen using stratified random sampling method and the instruments employed in the qualitative and quantitative parts were an exploratory and semi-structured interview and a researcher-made questionnaire, respectively. The collected data were analyzed in MAXQDA-2020 software and AMOS-26 software in the qualitative and quantitative parts, respectively. The AMOS software was used to measure the structural equation modeling and analyze the model fit indices. Findings: According to the findings, the work ethic model was based on spirituality in the workplace. In this model, ethical commitment, professional commitment, and relationship commitment were considered causal conditions of spirituality-based work ethic in the workplace in the Crisis Management Organization. Moreover, organizational ethical climate, Islamic ethical culture, ethical leadership, and ethical and Islamic education were respectively considered a pivotal phenomenon, interactive strategies, intervening conditions, and contextual variables of spirituality-based work ethic in the workplace in the Crisis Management Organization. Conclusion: The results of showed that all the reviewed indices were accepted to evaluate the fit of the modified structural model of the research. Given this, it can be said that the fit of this model was "approved". Furthermore, the total effect values of contextual variables, causal conditions, intervening conditions, strategies and interactions, and pivotal variables on spirituality-based work ethic in the workplace were obtained at 0.40, 0.51, 0.38, 0.65, and 0.61, respectively. The p-value of < 0.01 was considered significant.

The aim of this paper is to identify a key dimension of knowledge sharing strategy to improve Facilities Management Process of Protocol (FMP) in achieving facilities management organization performance. It investigates the key dimension of facilities management protocol strategy that can be adopted by the Facilities Management organizations and examines the problem related to IBS during the operational stages of maintenance management. An analysis of previous research provides an insight of the relationship between the IBS attribute and Facilities Management Protocol (FMP) component that can proposed a significant variable to improve the FM performance to solve problem related maintenance for IBS building. The review shows that a factor related to FM Protocol such as ‘operate and optimize facility’, ‘monitor and record facility condition’, ‘implement schedule maintenance work’, ‘manage inventory and spare part’, and ‘supervised vendor work’ was identified as a key dimension for FMP strategy to improve FM performance. Meanwhile a factor such as ‘diagnosing tools and assessment’, ‘systematic procurement procedure’, ‘complementary IBS input and information document’ and ‘handing over document’ was classified as a key factor to improve FM performance through adopting knowledge sharing strategy. This paper suggests that through improvement of each factor, the recognition of the whole strategic approach process in FMP can be increase thus helping to strengthen the facilities management organization for competitive advantages.

The Zakat Management Organization (OPZ) is an organization that is authorized or appointed by the government to collect, manage and distribute public funds related to zakat. Apart from having an impact on public health, the Covid-19 pandemic also has an impact on cross-sectors such as the economy, education and social humanity. The three sectors that are affected and are of concern to the government today are micro, small and medium enterprises (MSMEs), vulnerable workers, and business actors in the tourism sector. In dealing with this situation, the zakat management organization (POZ) is expected to have an important role in helping the government in handling Covid-19, especially in handling the poor or mustahik who have just been affected by Covid-19.

This chapter talks about Article 8 of Directive 2019/790, the European copyright directive in the Digital Single Market, which outlines provisions on the use of out-of-commerce works and other subject matter by cultural heritage institutions. It mentions the collective management organization that may conclude a non-exclusive licence for non-commercial purposes with a cultural heritage institution for the reproduction, distribution, and communication to the public or making available to the public of out-of-commerce works or other subject matter that are permanently in the collection of the institution. It also mentions the guarantee that all rightholders have equal treatment in relation to the terms of the licence. The chapter points out the liberty of rightholders to exclude their works or other subject matter from the licensing. It describes a work or other subject matter that is deemed to be out-of-commerce when it can be presumed that is not available to the public through customary channels of commerce.

Abstract Demand for relief increases after disasters. Some research suggests that the number of relief supplies required to satisfy the relief demanding after disasters is significantly higher than preliminary estimates, especially in low and lower-middle-income countries. So, this study was aimed to explore the reasons for relief overdemanding in the disaster response phase. In this qualitative content analysis study the managers of the National Disaster Management Organization (NDMO), the Iranian Medical Emergency and Accident Management Center, Tehran Disaster Mitigation and Management Organization (TDMMO) and the Iranian Red Crescent Society (IRCS) were purposively sampled and invited to interview. The unstructured face-to-face interviews were recorded, transcribed, and analyzed using "constant comparison" and "microanalysis" methods. 21 agreed to participate and were interviewed. The interviews uncovered affected people-level factors such as the react to fear and anxiety and the unsatisfied demand due to improper distribution of facilities and crisis managers-level issues (e.g. facing people's dissatisfaction, incorrect or insufficient information and considering disaster as the opportunity to raise resources) as well as officials-level determinants (e.g. advertising and excitement, the partisanship of officials and low confidence on accident managers). Several factors influencing the relief overdemanding exist in disaster management in Iran. Strengthening local management when responding to disasters and conducting efficient disaster need assessment can reduce relief overdemanding and vastly prevent wasting surplus resources in the affected area.