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Brito, A. P. (2019). A new learning paradigm of combining management and pastoral: Challenges and findings. In Jordi Pujol, Cristian Mendoza (Ed.), Proceedings of the 11th Professional Seminar for Church Communications Offices. (pp. 327-332).: EDUSC.

A. C. Brito,  "A new learning paradigm of combining management and pastoral: Challenges and findings", in Proc. of the 11th Professional Seminar for Church Communications Offices, Jordi Pujol, Cristian Mendoza, Ed., EDUSC, 2019, pp. 327-332

@inproceedings{brito2019_1766182816103,
	author = "Brito, A. P.",
	title = "A new learning paradigm of combining management and pastoral: Challenges and findings",
	booktitle = "Proceedings of the 11th Professional Seminar for Church Communications Offices",
	year = "2019",
	editor = "Jordi Pujol, Cristian Mendoza",
	volume = "",
	number = "",
	series = "",
	pages = "327-332",
	publisher = "EDUSC",
	address = "",
	organization = "",
	url = "https://www.edizionisantacroce.it/catalogo/comunicazione/atti-e-convegni/357-catholic-church-and-the-public-sphere.html"
}

TY  - CPAPER
TI  - A new learning paradigm of combining management and pastoral: Challenges and findings
T2  - Proceedings of the 11th Professional Seminar for Church Communications Offices
AU  - Brito, A. P.
PY  - 2019
SP  - 327-332
UR  - https://www.edizionisantacroce.it/catalogo/comunicazione/atti-e-convegni/357-catholic-church-and-the-public-sphere.html
AB  - Crittenden (1988) found within religious organizations that individual planning elements compared to a formal planning process was sufficient to maintain stakeholder satisfaction. We may though ask if this situation maintains thirty years after, where we live in a more pluralistic society? Already sixteen years ago, Miller (2002) called our attention that sociologists and economists were more and more interested in studying religious organizations, especially considering strategic management. Miller (2002) examined the nature of religious production, competition and organization focusing of their strategic management, sources of sustainable competitive advantage, political strategies and strategic alliances. Though still six years ago, Tracey (2012) called our attention to the fact that management researchers have not explored deeply the intersection between religion and organization, especially the dynamics and influence of religious organiza- tional forms, values and practices on social processes and other organizations. Ten years ago Solansky et al. (2008) found within religious organizations more effectiveness and financial performance if paid and volunteer leaders report similar conceptualizations of organizational goals and decision-making processes, i.e. share a task mental model. Weaker systems of internal control were found in religious organizations (Duncan, 2003) because pastors who are usually the chief professional officer have not sufficient ability to recognize its strengths and weaknesses pointed by the management. Internal accounting controls within religious organizations strengthen practices and assure an organization resource direction toward its mission (Wooten et al. 2003). Though still eight years ago, Wrenn (2010) called our attention to the controversy between theologians and marketers. regarding the use of marketing by religious organizations and identified the mission’s marketable components and the spiritual identity preserved marketing process. Within organizations socialization, role conflict and intergroup relations are affected by the social identification a person has to- wards this specific organization (Ashforth & Mael, 1989). For example, among volunteers satisfaction and burnout are influenced by empower- ment, self-esteem and socio-demographic variables (Kulik, 2007); job characteristics influence volunteers’ autonomous motivation, satisfaction and performance (Millette & Gagné, 2008). Another example: Chiang & Jang (2008) found that hotel managers should focus more on their hotel employees intrinsic motivation factors than on extrinsic factors. An intrinsic motivation factor is self-esteem, which also increases performance and well- being (Deci & Ryan, 1985). Davis et al. (1997) proposed a management model based on the subordinate’s psychological attributes and the organization’s situational characteristics. For example, people who score higher in self-efficacy perform better (Gist & Mitchell, 1992). Leadership behaviors are more influenced by the interaction of gender and education than only by gender (Barbuto et al., 2007). While strategic leader- ship tends to enhance the wealth-creation process and to lead to above- average returns, managerial leadership tends to destroy wealth and to leads to average returns and to achieve below-average returns (Rowe, 2001).
ER  -