A Literature Review on the Implications of Moral Intelligence and Educational Effectiveness in the Area of Educational Management; Are They Interrelated?
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Published:
May 30, 2019
Keywords:
Moral intelligence, Effectiveness, Management, Education
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Abstract
Moral intelligence is one of the most important factors that can increase effectiveness and efficiency, the two important factors that every organization wants to survive in a chaotic market and should concentrate more on them.
In general, when researchers want to promote moral intelligence they study its effects on other related issues like educational effectiveness.
This paper investigates moral intelligence and effectiveness in education.
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Najafi Asl, H. (2019). A Literature Review on the Implications of Moral Intelligence and Educational Effectiveness in the Area of Educational Management; Are They Interrelated?. JMDMA, 1(3), 85-89. https://doi.org/10.3261212/2019.1.113
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References
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Cook, R. S., and Brown, N W. “Most Effective and Least Effective Boards of Nonprofit Human Service Agencies.” Group and Organization Studies, 1990, 15 (4), 431- 447.
Cameron, K. “Assessing Organizational Effectiveness in Institutions of Higher Education.” Administrative Science Quartrrly, 1978, 23, 604-632.
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Drucker, P. F. Management: Tasks, Responsibilities, Practices. New York: HarperCollins, 1974
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Goodman, P. S., and Pennings, J. M. New Perspectives on Organizational Effectiveness. San Francisco: Jossey-Bass, 1977.
Hall, R. H. Organizations: Structures, Processes, and Outcomes. Englewood Cliffs, N.J.: Prentice Hall, 1991.
Herman, R. (ed.). Nonprofit Boards of Directors: Analysis and AppZications. New Brunswick, N.J.: Transaction, 1989.
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Kanter, R. M., and Brinkerhoff, D. “Organizational Performance: Recent Developments in Measurement.” Annual Reviews in Sociology, 1981, 7, 321-349.
Kraft, K. L. “The Relative Importance of Social Responsibility in Determining Organizational Effectiveness: Managers from Two Service Industries.” Journal of Business Ethics, 199 1, 10,485-491.
Kushner, Roland J., Peter (1996) Poole Exploring Structure-Effectiveness Relationships in Nonprofit Arts Organizations, NONPROFIMT ANAGEMEN&T LEADERSHI vol, l. 7, no. 2, Winter 1996 Q Jossey-Bass Publishers, pp.119-136
Molnar, J. J, and Rogers, D. C. “Organizational Effectiveness: An Empirical Comparison of the Goal and System Resource Approaches.” Sociological Quarterly, 1976,17, 401-413.
Price, J. “The Study of Organizational Effectiveness.” Sociological Quarterly 1972, Z., 3-1.5
Penn, M. C. “A Case Study of an Effective Board of Directors of a Nonprofit Organization: Perceptions, Processes, Characteristics, and Diversity.” Unpublished doctoral dissertation, Virginia Commonwealth University, 1991.
Powell, W. W. (ed.). The Nonprofit Sector: A Research Handbook. New Haven, Conn.: Yale University Press, 1987.
Quinn, R. E., and Rohrbaugh, J. “A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis.” Management Science, 1983,29 (3), 363-377.
Seashore, S. E. “A Framework for an Integrated Model of Organizational Effectiveness.” In K. S. Cameron and D. A. Whetten (eds.), Organizational Effectiveness: A Comparison of Multiple Models. San Diego: Academic Press, 1983.
Spray, S. L. (ed.). Organizational Effectiveness: Theory, Research, Utilization.Kent, Ohio: Kent State University Press, 1976.
Steers, R. M. Organizational Effectiveness: A Behavioral View. Santa Monica, Calif.: Goodyear, 1977.
Yuchtman, E., and Seashore, S. “A System Resource Approach to Organizational Effectiveness.” American Sociological Review, 1967, 32, 891-903.
Anspach, R. R. “Everyday Methods for Assessing Organizational Effectiveness.” Social Problems, 1991,38 (11, 1-19).
Cameron, K. S., and Whetten, D. A. (eds.). Organizational Effectiveness: A Comparison of Multiple Models. San Diego: Academic Press, 1983.
Cook, R. S., and Brown, N W. “Most Effective and Least Effective Boards of Nonprofit Human Service Agencies.” Group and Organization Studies, 1990, 15 (4), 431- 447.
Cameron, K. “Assessing Organizational Effectiveness in Institutions of Higher Education.” Administrative Science Quartrrly, 1978, 23, 604-632.
D. Baugher (1981.). New Directions for Program Evaluation: Measuring Effectiveness, no. 11 San Francisco: Jossey-Bass, September 1981
Drucker, P. E Managing the Nonprofit Organization. New York: HarperCollins, 1990.
Drucker, P. F. Management: Tasks, Responsibilities, Practices. New York: HarperCollins, 1974
Fred, Kiel & Lennick Doug, (2005), what is Moral Intelligence? Available at: http://blog.800ceoread.com/2005/09/29/what-is-moral-intelligence/
Green, Jack C. Donald W Griesingev, (1996), Board Performance and Organizational Effectiveness in Nonprofit Social Services Organizations, NONPROFIT MNAGEMENT & LEADERSHIP, vol. 6, no. 4, Summer 1996
Goodman, P. S., and Pennings, J. M. New Perspectives on Organizational Effectiveness. San Francisco: Jossey-Bass, 1977.
Hall, R. H. Organizations: Structures, Processes, and Outcomes. Englewood Cliffs, N.J.: Prentice Hall, 1991.
Herman, R. (ed.). Nonprofit Boards of Directors: Analysis and AppZications. New Brunswick, N.J.: Transaction, 1989.
Hannan, M. T., and Freeman, J. H. “Obstacles to Comparative Studies.” In P. S. Goodman and J. M. Pennings (Eds.), New Perspectives in Organizational Effectiveness. San Francisco: Jossey-Bass, 1977.
Kanter, R. M., and Brinkerhoff, D. “Organizational Performance: Recent Developments in Measurement.” Annual Reviews in Sociology, 1981, 7, 321-349.
Kraft, K. L. “The Relative Importance of Social Responsibility in Determining Organizational Effectiveness: Managers from Two Service Industries.” Journal of Business Ethics, 199 1, 10,485-491.
Kushner, Roland J., Peter (1996) Poole Exploring Structure-Effectiveness Relationships in Nonprofit Arts Organizations, NONPROFIMT ANAGEMEN&T LEADERSHI vol, l. 7, no. 2, Winter 1996 Q Jossey-Bass Publishers, pp.119-136
Molnar, J. J, and Rogers, D. C. “Organizational Effectiveness: An Empirical Comparison of the Goal and System Resource Approaches.” Sociological Quarterly, 1976,17, 401-413.
Price, J. “The Study of Organizational Effectiveness.” Sociological Quarterly 1972, Z., 3-1.5
Penn, M. C. “A Case Study of an Effective Board of Directors of a Nonprofit Organization: Perceptions, Processes, Characteristics, and Diversity.” Unpublished doctoral dissertation, Virginia Commonwealth University, 1991.
Powell, W. W. (ed.). The Nonprofit Sector: A Research Handbook. New Haven, Conn.: Yale University Press, 1987.
Quinn, R. E., and Rohrbaugh, J. “A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis.” Management Science, 1983,29 (3), 363-377.
Seashore, S. E. “A Framework for an Integrated Model of Organizational Effectiveness.” In K. S. Cameron and D. A. Whetten (eds.), Organizational Effectiveness: A Comparison of Multiple Models. San Diego: Academic Press, 1983.
Spray, S. L. (ed.). Organizational Effectiveness: Theory, Research, Utilization.Kent, Ohio: Kent State University Press, 1976.
Steers, R. M. Organizational Effectiveness: A Behavioral View. Santa Monica, Calif.: Goodyear, 1977.
Yuchtman, E., and Seashore, S. “A System Resource Approach to Organizational Effectiveness.” American Sociological Review, 1967, 32, 891-903.