Finally, not enough attention has been given to receptivity and readiness of organizations as factors influencing implementation of change [ 9, 11, 12].
For example, Mission: Readiness, a bipartisan organization led by retired senior military leaders, has raised alarms over the fact that 75 percent of 17- to 24-year-olds don't meet basic minimum requirements for military service.
Eventually, two options were accessible to proceed with our study: first, to obtain an order or approval from the commander of the hospital of mandatory participation in the research; second, as described by some researchers, to implement the MSF process for the evaluation, we should first achieve the readiness of the organization and its employee.
This approach was chosen to determine overall organization readiness and address potential challenges, as well as identify knowledge gaps and opinions.
With that, any change, minor or major, needs to assess the readiness of an organization's human resources to change, and in case such readiness is absent, serious preparations are vital to develop and inculcate readiness within staff; otherwise, the organization will face major losses in resources, such as time and money, and fail to implement the desired change [ 9].
Imperative organizational change cannot be realized without the consideration of the willingness, qualification and readiness of the organization's human resources, who are the major factor that either promote or hinder such change [ 8– 10].
A summary the contextual factors influencing the introduction of the RG are presented in Table 1.> Establishing project organizations at each county council's management level was reported to increase the organizations' readiness, i.e. the county councils' prerequisites for achieving the RG's intentions, for future quality improvement efforts.
If there is any fad involved, it has more to do with organizations' readiness to accept this evidence than with the current state of knowledge about user fees.
Except for the fourth and the fifth categories of clinics that expressed their desire or disinterest to become FMG or NC, the three first categories were only proxies for receptivity, since we did not have a direct measure of receptivity or readiness of these organizations before they became FMG or NC.
According to Pyzdek (2001), company quality culture – the opinions, beliefs, traditions, and practices concerning quality (Juran and Gryna 1988 , 1993 – plays a critical role in determining an organization's readiness to implement SSQI projects.
