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This organizational climate empirical case study involves a religious organization in the United States of America, which has experienced a substantial decline in…
This organizational climate empirical case study involves a religious organization in the United States of America, which has experienced a substantial decline in membership and weekly service participation numbers over the previous five years. The purpose of this qualitative case study is to reveal motivating factors that drive parishioners to leave or stay within a traditional protestant congregation and to uncover the strengths and weaknesses within the organization.
The methodology behind the study considers personal observation by the author and engages current and former members of the organization as well as front-line employees and senior leadership. Qualitative essays were completed through Qualtrics by participants and analyzed with the use of MAXQDA software for thematic frequency and organization.
During analysis, correlations were found to exist between the church's membership decline and ineffectiveness of senior leadership. Also, it is quite evident that the church's strengths were found in the quality of its members and the relationships they developed. This was found to be a significant motivation to stay within the organization.
The study provides value to practitioners within organizational development fields. Usage of this knowledge could assist in providing insights into possible reasons why religious organizations falter under ineffective leadership, which in turn could provide opportunities to implement improvements based on discoveries.
In this paper, which was presented at the joint annual conferences of the Philosophy of Education Society of Australasia and the Group for Research in Educational…
In this paper, which was presented at the joint annual conferences of the Philosophy of Education Society of Australasia and the Group for Research in Educational Administration and Theory held at the University of New England, Armidale, in September 1986, the author examines, from the perspective of the new philosophy of science, some of the arguments of two important critics of traditional views of science of administration; notably the arguments of Richard Bates and Thomas Greenfield. The author concludes that the new emerging views of science can sustain a science of administration that escapes their major criticisms.
THE Conference of the Library Association may be described as one without a press. The greatest dailies had the barest references to it, a fact which is surprising and lends us matter for reflection. If an admittedly national service, almost universal in application, can be completely ignored in its annual gatherings, what is to be thought? Is it that libraries are now so normal a part of the social landscape that they may be taken for granted? Are they so insignificant that they do not merit notice? Alternatively, were our proceedings too dull for the dramatic necessities of the reporter? Or, finally, was it because the general publicity of the L.A. is not aggressive, is indeed inert? These questions every librarian and library authority may ask and have a right to the answer.