Organizational Management Style Research Articles

臺灣書院的制度, 運作及其脈絡性轉化

During t he Q ing Dynasty, C onfucian a cademies i n Taiwan w as a different educational system from “Fuxue” and “Xianxue”(府·縣學) established by the government, and served as a part of the enlightenment education system connected to public educational institutions. Apart from the curriculum plan or organizational management style, all the Confucian academies had to b e supervised b y Royal court. T aiwanese C onfucian academies can be divided into three types: government, governmentprivate, and private. This paper will introduce the status of expenses, classes, rules, and rituals included in the operation of these Confucian academies, and further analyze the context of changes in the times of Taiwanese Confucian academies. The most important thing in the context of this change is “Reform to Gongmiao(宮廟)”. These changes includes Confucian academy's “Reform to Nantang(鸞堂化)”, “Reform to Wenchangmiao(文昌廟化)”, “Reform to Sicha(寺刹化)”, and its “promotion to temple to C onfucius” T his can be s aid to be a special c ultural phenomenon in the development of East Asian Confucian academy.
 
 淸代臺灣的書院是官設府縣學之外的另一種教育體系, 在課程內容方面屬於 銜接府縣學的啟蒙教育的一環, 在組織運作上類似今日公益性質的財團法人, 不 管是課程規劃或組織運作, 都必須受官方(朝廷)的監督. 其創建的型態大致可分 官憲倡建, 官民合建, 民間倡建三模式. 本文亦介紹了書院運作的經費, 修業, 學 規及祭祀情況, 最後分析臺灣書院在時代更迭的脈絡性轉化, 其中最特別之處是 ｢書院的宮廟化｣, 這些宮廟化還包括｢書院鸞堂化｣, ｢書院文昌廟化｣, ｢書院佛 寺化｣及｢書院升格孔廟化｣, 這應該是東亞書院發展相當特殊的文化現象.

A systematic literature review of the preferred organizational conflict management styles in Malaysia

Conflict is considered an inevitable aspect of human social relationships and an inevitable and significant occurrence in all organizations. This study will review the literature on preference conflict organizational management style in Malaysia. From 2013 to February 2023, a systematic examination of the three most databases was conducted. Articles from peer-reviewed journals that examine conflict management styles in Malaysia and are consistent with the theory of conflict management style were included to achieve the research goals. The reviewers independently applied the selected criteria, extracted the data, and evaluated the quality of the study. Eleven of the 635 studies discovered met the inclusion requirements. The findings indicate that Malaysia’s preferred management style is integrative and compromising. However, if the organization’s demographics are multicultural, Malaysians tend to employ a conflict-avoidance style to avoid significant conflicts. Depending on the circumstances, the research indicates that Malaysians are pacifists and fighters in conflicts threatening their well-being. They attempt to become more respectful while maintaining positive relationships with all parties involved. The study provides several significant contributions for practical purposes and knowledge to interested parties, such as managers and organizational leaders, in determining the best practice for conflict resolution. Further research is required to investigate the state of the employee-employer relationship following the implementation of the proposed conflict resolution style.

Leadership empowering behaviour as a predictor of employees' psychological well-being: Evidence from a cross-sectional study among secondary school teachers in Kohat Division, Pakistan.

In this technologically developed scenario, many organizations in developing countries including Pakistan have expanded the enthusiasm for understanding and creating an encouraging administrative and managerial environment. Numerous organizations are struggling for structural changes by deserting the old-fashioned organizational management style and implementing an empowering leadership where leaders give more authority to subordinates in decision making and responsibilities with the aim to increase organizational productivity. Therefore, the study examined the leadership empowering behaviour as a predictor of employees’ psychological well-being of the educational institutions at secondary level in Kohat Division, Pakistan. A total sample of 564 secondary school teachers (male n = 379; female n = 185) was carefully chosen through a stratified random sampling technique. In this study, a non-experimental predictive correlational design was adopted. In order to collect data from the participants, two different standardized research tools i.e., the Leader Empowering Behaviour Questionnaire and Ryff’s Psychological Well-being Scale were used. After the collection of data, it was analyzed on the basis of mean, standard deviation, Pearson’s product-moment correlation, and multiple linear regression model. In conclusion, the study confirmed a significant positive correlation between leadership empowering behaviour and employees’ psychological well-being. Leadership empowering behaviours predict employees’ psychological well-being positively. Therefore, it was recommended that empowering behaviour might be adopted by the school leaders to improve the employees’ psychological well-being for better organizational productivity.

The Impact of Stress on Life, Working, and Management Styles: How to Make an Organization Healthier?

This article provides guidelines for optimizing organizational management styles and achieving a balance between life and work. Contributing to sustainable human development will contribute to the psychology of sustainability and sustainable development. The main purpose of the paper is to determine the relations between the preferences of management styles, working styles and lifestyles, and exposure to stress in the managerial population in order to achieve harmonization. A correlation study was conducted on a sample of 618 subjects using the Blanchard test of situational leadership, the Four-Dimensional Symptom Questionnaire for determining the stress levels, the modified Allport–Vernon–Lindsay Scale of Values, and Julie Hay’s Working Styles Questionnaire. The paper provides insight into the contribution of management styles to the balance of private and professional areas of life, as well as to stress reduction in managers.

Managerial style and health promotion programs

Organizational correlates of worksite health promotion programs were isolated and interpreted within a diffusion of innovation framework. A sample of managers from California (U.S.A.) 500 organizations were interviewed via telephone on their corporate management styles and health care strategies. Organizational management style was found to be related to prevalence of health promotion programs and future plans for health promotion programs. Specifically, this study found that organizations with democratic management styles are more likely to plan, adopt, and/or implement worksite health promotion programs when compared to organizations with authoritarian management styles. An additional contribution of this study was the development and validation of the Organizational Management Style (OMS) scale. These results have important theoretical and practical implications. For example, these findings explain why some organizations are more or less likely to adopt health promotion programs. Both diffusion of innovation and social control explanations are used to interpret the results.

Organizational management style and clinical nurse specialist' job satisfaction.

Organizational management style and clinical nurse specialist' job satisfaction.

Organizational Management Styles, Employee Supervisory Status, and Employee Responses

Employees' perceptions, attitudes, and behaviors are compared in two automotive supply organizations that are similar in size, technology, industry, employee characteristics, and geographic location, but are different in formal management styles. The data are examined separately for supervisors and production workers to identify hierarchical differences. Overall, the results indicate that rank-and-file employees' perceptions, attitudes, and behaviors are more favorable in the organization with the more democratic formal managerial style than in the more traditional organization, but there is very little difference in the responses of the supervisors between the two environments. Future research directions are suggested that would further enhance our understanding of the potential impact of managerial styles on employee responses at different hierarchical levels.