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Open access

Mohammad Ehsani

The Relationship of Management Style and Job Satisfaction among PE Teachers

The present study was conducted with the purpose of determining the relationship between management style of physical education responsibilities with job satisfaction of sport teachers and determination of the relationship between transformational and transactional leadership of physical education authorities with job satisfaction of sport instructors.

After recognition of relationships between management style and leadership with job satisfaction, a step is taken towards recognition of effective factors for improvement of organization; therefore, such research is considered as optimized and appropriate solutions for recognition of the management and organization's problems and difficulties, for presenting guidance.

This study is based on the opinions of 181 male and female physical education teachers from five districts of the education and instruction department of Esfahan, in which the type of management style of physical education authorities of all five districts of education and instruction of Esfahan and job-satisfaction of the teacher were evaluated through two questionnaires, the confidentiality of which was computed via Cronbach's alpha-coefficient.

Results of the study showed that the relationship between management style and leadership of physical education authorities and sport teachers' job-satisfaction with P<0.01 level has been positive and significant. Also, the relationship between transformational and transactional management style of physical education authorities and job-satisfaction of teachers with p<0.01 level has been positive and significant too. Amongst other results of this study with regard to e.g. sex, age, marital status, field of education, educational degree, and previous work-record of P.E teachers and their job-satisfaction, the relationship for those with p<0.01 level has not been significant.

Open access

Carmen Daniela Domnariu and Florentina Ligia Furtunescu

Abstract

The long-lasting training in medicine (more than 10 years) is still an attraction for many excellent students. Most of the evaluation forms during this training are based on theoretical and practical skills. However, could we be sure that the organizational climate provides the most appropriate environment for study and career development? We did a survey on 22 young doctors, residents in public health and management and/or epidemiology aiming at evaluating the personal management style and the management style within the organization (Adizes questionnaires: “Personal Test” and “Task Demands”). The management styles described by Adizes - Producer – Administrator – Entrepreneur – Integrator - and their expression as primary or secondary style were analyzed. We found that the young residents generally have a powerful expression of producer and entrepreneur as personal style, but they tend to become administrators within the organization, mostly during their first years of training.

Open access

Agnieszka Izabela Baruk

Summary

The article presents issues associated with the style of management applied in scientific organizations in the context of sentiments and attitudes of employees. Attention is drawn particularly to the relations between the style of management perceived by employees and the level of their perceived contentedness and the perceived level of satisfaction, as well as between the perceived style of management and attitude reflecting their readiness to recommend an organization as an employer. The application of the method of statistical analysis, namely, the analysis of correspondence allowed drawing the conclusion that there are statistically important relations between the variables. These relations are comparably strongest in case of the perceived style of management and the level of satisfaction. Thus, it can be concluded that applying democratic style to employees favours stimulating their satisfaction and contentedness and at the same time contributes to assuming an open attitude characterized by the readiness to recommend an organization as a workplace and thus co-create its positive image.

Open access

Janja Nograšek

Change Management as a Critical Success Factor in e-Government Implementation

Change management in e-government implementation is a very complex issue. E-government services are frequently distributed over different IT systems and organizations. There are also events from outside the public administration that cause changes such as government policies and legislation, public-private partnership, etc., and finally a huge resistance to change exists in public administration proverbial. Another problem is that the e-government is predominantly seen only as a technology mission and not as an organizational transformation issue. Those are probably the main reasons that the existing literature about change management in e-government is still missing at large. There are articles dealing with some aspects of changes affected by the new technology implementation, however, there is no comprehensive framework that would identify changes that have to be managed in e-government implementation. Therefore, the main aim of the paper is to identify a comprehensive set of changes that have to be considered in e-government implementation and the role of leadership in such processes. Finally, the paper proposes a conceptual model of change management in e-government implementation.