Positive Management Education: Creating Creative Minds, Passionate Hearts, and Kindred Spirits

The goal of this article is to explore positive management education, a practice-based teaching and learning model centered on positive organizational scholarship. Six signs of transformation in organizations are presented: complexity, community, creativity, spirituality, flexibility, and positivity. A model for positive management education is introduced, based on six related dimensions: fostering integrative and holistic thinking, building a sense of community through high-quality relationships, developing creative brainstorming and skill building through innovative projects, integrating spirituality into the classroom, fostering flexibility and empowerment, and designing positive enabling, nurturing learning platforms. This positive management education model is illustrated through selected best practices from a pilot study of an experiential organizational behavior course

The validation of a measure of organisational energy in the South African context

Orientation: Previous research has highlighted the need to examine the relationship between people and organisations. This perspective facilitates the study of organisational energy. Research purpose: The purpose of this research was to validate a measure of organisational energy in the South African context and to investigate whether there are differences in organisational energy as perceived by employees based on their demographic characteristics and lifestyle variables. Motivation for the study: Managing energy in organisations is important as it drives motivation, powers teamwork, fosters creativity and gives organisations a competitive edge (Schiuma, Mason & Kennerley, 2007). Limited empirical research currently exists on the phenomenon of energy in organisations. Research design/approach method: The researchers used a cross-sectional survey design, with a convenience sample (N = 520) of employees in a South African financial institution. The researchers administered the EnergyScapes Profile. Main findings: Exploratory factor analysis resulted in a one-factor structure for the EnergyScapes Profile. The scale, labelled organisational energy, showed acceptable internal consistency. The researchers found statistically significant differences in the organisational energy levels of employees based on age, tenure, geographical region, relaxation, hypertension and diabetes, depression or psychosis. Practical/managerial implications: The research provides valuable insight for practicing managers about understanding the concept of organisational energy and encourages leaders to question the energy of their employees. Contribution/value-add: The insight the researchers gained by studying the concept of organisational energy contributed in a unique way and showed the importance of considering organisations as dynamic and interactive with the people that work for them