mehdi talaei

The Welfare Organization plays a crucial role in empowering its clients by providing opportunities for creating employment. Creating employment for people with disabilities is a key focus for the organization, as well as a priority for governments' social and welfare policies. Professional empowerment of people with disabilities involves gaining society's trust in their abilities, which is the ultimate goal of this process. This study aims to assess the effectiveness of the programs and activities of the General Welfare Department of Kermanshah province in establishing sustainable employment opportunities for people with disabilities.

This research used a qualitative approach for content analysis. The study included experts, managers, and clients, and in-depth interviews were conducted to collect information. The samples were purposefully selected.

The research findings revealed several factors that have impacted the effectiveness of welfare department programs and activities. These include centralized planning, programs not addressing the needs of the disabled, incorrect diagnosis of needy clients, lack of organizational cohesion in first step, providing facilities based on the needs, insufficient funds in second step, discrimination in service provision, inadequate cooperation from other organizations, lack of supervision over loan payments, and financial problems faced by clients in third step.

 The examination of experts, managers, and clients' statements and content suggests that the General Welfare Office's programs and activities have a moderately effective impact on creating sustainable employment.

An entrepreneurial city is a unified system, consisting of different elements designed and predicted accurately, and they work correctly together. There are two ways to identify these elements: the first way is the identification of elements based on entrepreneurs' and experts' ideas. Although this way gives precious information, because of not been tested in practice, it needs trial and error to achieve a successful entrepreneurial ecosystem. The other way is designing entrepreneurial ecosystem elements based on successful world ecosystems, and then, localizing the designed ecosystem according to every region's needs. Although this method needs some modifications over time, as is based on successful experiences, it may need less trial and error. This study aims to achieve entrepreneurial ecosystem elements by using the second approach. After selecting the four best entrepreneurial cities (Silicon Valley, New York, London, and Boston), the entrepreneurial ecosystem of these cities is studied through documentary study and qualitative content analysis. Then the elements are studied by a comparative study with the Boolean algebra method. Finally, two groups of elements are identified: the necessary components: economic and industrial architecture, culture, pioneer universities, entrepreneurship, and innovative governance; and contributing components: city infrastructure, pioneer organizations, and networking. In the next step, to rank the identified components, the TOPSIS method is used. Among contributing components, city infrastructure had the top score. All necessary components had the same score. This model can be used as a basis for designing an entrepreneurial city but may need localization for each region's needs.

The purpose of this research is to identify and prioritize syllabuses and contents of entrepreneurship training program based on business functions. The current applied research is carried out according to survey cross sectional methods. Statistical population contained all candidates who participated in business and entrepreneurship skills training program (N=1000) held by Ministry of Labor and Social Affairs in Kermanshah province. 176 people were randomly selected from this population. Research tool was a questionnaire containing two parts. The first part includes identifying essential skills. And the second part contains demographic characteristics of respondents. Results showed that dimensions include; "human resources management", "information and technology management", "marketing management", "operational issues management", "risk management", "strategically management" and "financial management" are respectively ranked from one to seven. Also the most important components included: "organizing", "staffing" in the frame of “human resources management", and "compiling and recording information" and "information gathering" in the frame of "information and technology management".