The Correlation Between Servant Leadership and Organizational Health within the North England Conference of the Seventh-day Adventist Church

Problem Statistics indicate the SDA church in the North England Conference (NEC) is having little effect on the population in the UK. This may be due to the fact that the leadership approach and the structure of the church have not changed despite globalisation, advances in technology, and increased migration. With the demands of operating within a secular, pluralistic society, the North England Conference faces a real challenge to maintain its integrity while being relevant. This study investigates the correlation between perceived servant leadership principles and organizational health by the leaders, pastoral workers, and members of the NEC. Method The study employed a quantitative, nonexperimental, correlational design method, in which the correlational statistics between two or more variables is investigated. The OLA survey designed by Laub (1999) was the chosen instrument. It uses six servant leadership dimensions to determine the perceptions of respondents of the presence of servant leadership principles within the NEC and its organizational health. Results The results indicate that the perception of organizational health within the NEC by all the respondents was limited. When each of the servant leadership principles was examined, Building Community was ranked the highest, which implied respondents recognized the value of strong relationships and communities. However, the results reveal that the conference is suffering from a series of problems preventing it from realizing its full potential as an organization

Semiconductors: NEC: Sustaining long-term advantage through information technology

The case begins by placing the Japanese semiconductor industry in global context and examining the governmental policies and subsequent growth of the domestic and international semiconductor markets. As Japan's leading semiconductor producer, NEC's evolution and current business strategies are an integral part of this development. At the same time, the study of NEC's organizational structure and product choice allows an understanding of the company's use of and demand for software. The case study concludes by examining the use of information technology as a tool to create competitive advantage

The politics of new technology

A recent article explains how one of the most militant workforces in the country, car workers at British Leyland's Longbridge plant, came to have its spirit of resistance broken. There are several reasons: the failure to mobilise members in response to the sacking of the union convenor late in 1979, the aggressive management tactics of Michael Edwardes, mass unemployment, the combativity of the Thatcher government. However, what the authors of this New Society piece single out as 'the real turning point' was the introduction of new technology which forced on the unions 'flexibility' by deskilling jobs, massively increasing output, and introducing an electronic information network called Machine Monitoring System that resulted in much greater surveillance of individual employees

A Comparative Study of the Management Structures of Japanese and American Corporations

The purposes of this paper are to 1) research the cultures of Japan and the United States. 2) describe five salient management characteristics which differ between the two countries . 3) use these five characteristics to compare corporate management systems. 4) determine which characteristics are bound by Japanese culture and which are transportable to the U.S. 5) draw conclusions from the information regarding which, if any, of the Japanese characteristics should be emulated by the U. S. The research design for this paper is one which presents antecedent conditions for both countries which cause certain distinctive management practices and which eventually affect organizational performance or, in other words, the possibility of emulating them. The firms presented in this paper were chosen because they possess all or some of the five characteristics previously mentioned. The firms chosen for comparison in part III were selected because they are direct competitiors of one another and are of comparable size by sales. In order to gain a clearer understanding of the management practices of specific firms, vice presidents of both a U.S. manufacturing/service firm in American and a Japanese-owned American manufacturing firm located in the States were interviewed. A questionnaire containing the same questions which were covered in the interviews was sent to a vice president of a comparable Japanese firm in Japan