scholarly journals Ledelse – generelle og kirkelige perspektiver

2021 ◽  
pp. 157-177
Author(s):  
Harald Askeland

The chapter introduces the field of management and leadership theory in general, outlining how the central terms and perspectives have evolved. At the same time, this chapter gives special emphasis to theories underlining management and leadership as work and practice, exploring and understanding the main divides of the field. The second part of the chapter summarizes and points to specific aspects in which church management and leadership overlap and differ from general management. The last section underlines the importance of how management is organizationally mandated, embedded in several institutionalized frames such as democracy, legal frameworks and the internal authority of oversight by the bishop. The chapter concludes by rounding out a wholistic understanding of the responsibility and aspects of management and leadership.

2014 ◽  
Vol 4 (1) ◽  
pp. 1-16
Author(s):  
Raimonda Alonderienė ◽  
Margarita Pilkiene

Subject area Human resource management, organizational psychology, organizational behaviour, school management and leadership and general management Study level/applicability The case is appropriate for undergraduate, post-graduate and executive-level courses related to human resource management, organizational psychology, organizational behaviour, school management and leadership and general management, or in the courses, where it is needed to illustrate how one of HR activities – successful adaptation of new employee is performed. Case overview Young teacher, Laura V., getting a position as English language teacher in the same gymnasium she has graduated herself – J. Balčikonis gymnasium at Panevėžys city. It was her dream to become a teacher, and new job at prestigious school, famous for its long standing tradition and strong culture was promising a lot. Case refers to first half year of Laura's experience. She was happy with handling the subject she taught, but faced challenges to come to good terms with old generation teachers and active students. Case describes the ways she overcame this with the help of a mentor and the leadership style of school's director. Expected learning outcomes To understand the importance of socialization (orientation) in establishing person-job and person-organization fit; to examine socialization (orientation) as an outcome and as a process, formal and non-formal types of it; to understand the difference in behaviour change tactics: behaviour modification and socialization; and to understand the forms of teacher education – pre-service and in-service training. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.


2021 ◽  
pp. 179-199
Author(s):  
Harald Askeland

The chapter argues that in order to develop an understanding of the specific nature of church management and leadership, there is a need for reconceptualizing the relationship of these terms. Through an elaboration of research on managerial work and institutional leadership work, and empirically grounded research on the mundane work of leaders, the chapter describes an integrated model of church management and leadership. The model bridges and integrates functional managerial leadership role models and institutional leadership. What distinguishes a church management and leadership model, compared to general models, lies partly in a relational instead of a competitive relation to community as context and partly in the values and faith it conveys. Thus, one important managerial leadership role is that of mediator between organization and community context; another is the role of institutional leadership relating to purpose, values and identity.


1993 ◽  
Vol 38 (6) ◽  
pp. 597-599
Author(s):  
Robert L. Dipboye

2001 ◽  
pp. 70-77
Author(s):  
Nadiya G. Stokolos

Orthodox church life in Ukraine from the summer of 1941 to the spring of 1944 was characterized by a sharp confrontation between two Orthodox churches, administrative centers of which were located in Volyn, in Lutsk and Kremenets. The Autonomous Orthodox Church (APC) was headed by an archbishop (from December 1941 - Metropolitan) Alex (Gromadsky). After his tragic death on May 7, 1943, the APC remained virtually without a chapter, since at this time the occupation authorities abolished the traditional system of church management. The Ukrainian Autocephalous Orthodox Church (UAOC) throughout its time was headed by an archbishop, and from May 1942 Metropolitan Polycarp (Sikorsky).


Author(s):  
Jozefien De Bock

Historically, those societies that have the longest tradition in multicultural policies are settler societies. The question of how to deal with temporary migrants has only recently aroused their interest. In Europe, temporary migration programmes have a much longer history. In the period after WWII, a wide range of legal frameworks were set up to import temporary workers, who came to be known as guest workers. In the end, many of these ‘guests’ settled in Europe permanently. Their presence lay at the basis of European multicultural policies. However, when these policies were drafted, the former mobility of guest workers had been forgotten. This chapter will focus on this mobility of initially temporary workers, comparing the period of economic growth 1945-1974 with the years after the 1974 economic crisis. Further, it will look at the kind of policies that were developed towards guest workers in the era before multiculturalism. This way, it shows how their consideration as temporary residents had far-reaching consequences for the immigrants, their descendants and the receiving societies involved. The chapter will finish by suggesting a number of lessons from the past. If the mobility-gap between guest workers and present-day migrants is not as big as generally assumed, then the consequences of previous neglect should serve as a warning for future policy making.


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