The study focused on the relationship between management styles and job satisfaction of employees in the organization. The aim of this study was to investigate the relationship between management style, using Theory X and Y management style and job satisfaction as moderated by employees’ self-efficacy and gender. The study involved N = 137 participants from two different Swedish organizations in the engineering and manufacturing sector based in Stockholm and Växjö, Sweden. The data was collected through surveys from each participant. Study findings showed that there was a positive correlation between self-efficacy and job satisfaction. Additionally, results revealed that the relationship between theory X and Y and job satisfaction is not moderated by either self-efficacy and gender. Based on the study, it was observed that job satisfaction is greatly impacted by management styles which are oriented more towards theory Y than theory X in the relationship between management and employees in organizations in Sweden. Thus, the study highlights the importance of employee-oriented leadership style for the organizations and how this influences job satisfaction of employees.

The effectiveness of manager¡¦s management leadership is potentially affected by the interpersonal interactions with and delegation to its employees. At the same time, the level of employee job satisfaction is also affected by such relationships. How much trust does a supervisor has in this subordinate? What level of delegation is exercised by supervisors? In a business organization, what kinds of relationships exist between supervisor¡¦s trust in employees, delegation to employees and employee job satisfaction? When a supervisor¡¦s trust in and delegation to employees are met with employee with orientation toward theory X, or theory Y, what kinds of relationships exist for internal and external job satisfaction? Two sets of samples were collected in this study. One set of data were collected from a group of Taiwanese employee, the other set from a group of Chinese employee employed by Taiwanese business enterprises in the Gungdong district of China. The results of the two groups in different geographic regions were compared. Differences in trust, delegation and employee job satisfaction in the two groups with similar Chinese culture were identified. The research findings are as follows: 1. Trust and delegation are moderately and positively correlated. In this relationship, the Taiwanese employee group exhibits no significant difference with the Chinese employee group.¡@The correlation for this relationship was not highly correlated in for both employee groups. 2. Trust and employee overall job satisfaction showed moderate positive relationship. The results indicate that the Chinese employee group exhibit higher level of job satisfaction relative to the Taiwanese employee group in respect of trust. In the Taiwanese employee group, there was no significant difference between internal and external job satisfaction. But in the Chinese employee group, internal job satisfaction was higher than external job satisfaction with respect to trust. 3. In the sample of Chinese employee studied, there was no employee with theory X orientation. In the Taiwanese employee group, when theory X and Y was introduced as a factor moderating the relationship between trust and internal job satisfaction, employee with theory Y orientation showed higher level of internal job satisfaction with respect to trust than employee with theory X orientation. For both groups of employee with theory Y orientation, the Chinese employee group showed higher level of internal job satisfaction than the Taiwanese employee group. 4. Delegation and overall job satisfaction showed moderate level of positive relationship. There was no difference between the Taiwanese and Chinese employee group. 5. The relationship between delegation and internal and external job satisfaction was moderated by theory X and Y orientation. In this study, the Chinese employee group has no employee with theory X orientation. In the Taiwanese employee group, employee with theory Y orientation exhibit higher level of correlation between delegation and internal job satisfaction than employee with theory X orientation. In both groups of theory Y orientation, there was no significant difference between the Chinese and Taiwanese employee group with respect to internal job satisfaction. With respect to the relationship between delegation and external job satisfaction, in the Taiwanese employee group, the correlation between delegation and external job satisfaction for employee with theory Y orientation was much higher than that for theory X. For both groups of theory Y, the internal job satisfaction in Taiwanese employee group was higher than the Chinese employee group. This study reviews the relationship between supervisor¡¦s trust and delegation with respect to subordinate¡¦s level of job satisfaction. The results serve as reference for supervisors and managers in their management or leadership. For the business managers and supervisors of Taiwanese business enterprises in China, this study has made comparison between the Taiwanese group and Chinese group, which may be beneficial in understanding the organizational behavior of local Chinese employee when considering investment in China.

Scholars have advocated that public relations executives need to seek a seat at the table among the most senior officers in the organization, referred to as the dominant coalition. However, this study found that public relations practitioners also need to seek a seat among the division leadership team and executive-level committees to fulfill a valuable internal boundary spanning role, a role that has been neglected in public relations theory. Consistent with social capital theory, the contacts that public relations practitioners developed allowed them to gather intelligence across the company and then they used that information to help their companies make better strategic decisions and avoid costly mistakes. Through in-depth interviews with 30 senior executives from a variety of disciplines, three other services were identified that enhanced public relations’ power and influence: online reputation management, external boundary spanning and advocacy, and stakeholder analysis. Factors that enhanced or hindered public relations practitioners’ ability to perform these services were also identified. Favorable conditions included the use of integrated decision teams, Theory Y management, perceptions of public relations as a strategic business partner, commitment to transparency in communication, internal relationship building, and the integration of public relations’ activities with core business objectives and operations. The study also examined why informal coalitions are formed and found they existed in both companies with strong adherence to hierarchy and those with decentralized management, a finding that contradicts previous theory. / text

Text in German / This dissertation is a contribution to cybernetics, a sub-discipline ofPractical Theology. It is a dialogue between theology and management science. The first part discusses whether such a dialogue is reasonable at all. There are a lot of parallels between wisdom theology in the Old Testament and modern management theory. We discuss the benefits and the limitations of wisdom, and the way Israel took advantage of wisdom knowledge of the surrounding peoples. Finally, we draw conclusions for the way how church leadership could integrate knowledge from management theory. The main part of this dissertation is on anthropology and leadership. McGregor invented 1957/60 the so-called theories X andY. He demonstrated that leadership styles of managers are affected by the way they look at their subordinates. Leaders who regard people as lazy (theory X) will try to movitate people by extrinsic factors. Theory Y assumes that human beings have intrinsic motives to work. This assumption is an implicit basis of modem leadership concepts. The background and influence of these theories are explained. Especially, we follow the way from the anthropology of the reformators to theory X and from theory X (Taylorism) to theory Y. Limitations of theory Y are also discussed. In the next step we describe various facets of Old Testament anthropology dealing with man's willingness and capacity to work. The significance of the imago dei in this context is discussed by and large. Finally, we compare these facets with the theories X and Y. Result: The reformators emphasized one-sidedly the undignity of human beings implying that many Protestants consider theory Y as too positive, too humanistic. Old Testament portrays both the dignity and the undignity of human beings. Old Testament anthropology correlates better with theory Y. Thus theory Y is not an antibiblical theory. / Practical Theology / D.Th (Practical Theology)

Text in German / This dissertation is a contribution to cybernetics, a sub-discipline ofPractical Theology. It is a dialogue between theology and management science. The first part discusses whether such a dialogue is reasonable at all. There are a lot of parallels between wisdom theology in the Old Testament and modern management theory. We discuss the benefits and the limitations of wisdom, and the way Israel took advantage of wisdom knowledge of the surrounding peoples. Finally, we draw conclusions for the way how church leadership could integrate knowledge from management theory. The main part of this dissertation is on anthropology and leadership. McGregor invented 1957/60 the so-called theories X andY. He demonstrated that leadership styles of managers are affected by the way they look at their subordinates. Leaders who regard people as lazy (theory X) will try to movitate people by extrinsic factors. Theory Y assumes that human beings have intrinsic motives to work. This assumption is an implicit basis of modem leadership concepts. The background and influence of these theories are explained. Especially, we follow the way from the anthropology of the reformators to theory X and from theory X (Taylorism) to theory Y. Limitations of theory Y are also discussed. In the next step we describe various facets of Old Testament anthropology dealing with man's willingness and capacity to work. The significance of the imago dei in this context is discussed by and large. Finally, we compare these facets with the theories X and Y. Result: The reformators emphasized one-sidedly the undignity of human beings implying that many Protestants consider theory Y as too positive, too humanistic. Old Testament portrays both the dignity and the undignity of human beings. Old Testament anthropology correlates better with theory Y. Thus theory Y is not an antibiblical theory. / Philosophy, Practical and Systematic Theology / D.Th (Practical Theology)