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The study is a conceptual one because it indicates how Organization changes are

needed if the organization wants to achieve its anticipated goal. The writers argued

that there are recent practices that present that some human factors that make the

organization's hierarchy structure enhanced during the change. Therefore, in a given

situation like this, the organization calls for implementing IT governance effectively

to guide its changes.

The article is subdivided in two main parts. The first is organizational change and

individual behavior in informalization, and the second part is informalization and it

governance. From the project, the authors concluded that, an organization should

make proper informalization strategy, implement IT governance, distribute all

interests related rationally, weigh risks concerned, and eventually ensure the success

of informalization.

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The article can be summarized in a form to determine from individual donor͛s

conception to nonprofi ts organizations by explaining and testing the reasons people

still choose not to donate nonprofit organization; and for those who did, they choose

bigger or government initiated nonprofits organizations.

To answer the problematic of the research, the authors highlighted three categories

(perceptions of the benefits, perceptions of the operational performance and

perceptions of brand equity) of two perceptual levels (nonprofit organization specific

and cause specific) that influence giving intention and behavior.

Moreover, based on the four hypotheses developed, the results of the regression

analysis were conducted twice. That means when giving intention was attributed a

dependent variable, and when giving behavior was assumed dependent variable.

Finally, it was concluded by the researchers that perceptual factors of individual

donors to nonprofits organizations can influence their giving intention and then

generate giving behavior.

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The study is on how organization structures influence leadership behaviors that had

both positive and negative impacts on the teams. For instance, within agile

organization, leadership roles are required to support teams in topics including

resource management and strategic vision; and then illustrate the influence of these

organizational structures on key leadership's behaviors for an agile environment.

Nonetheless, the behaviors include leading versus managing, flexing existing team

boundaries, driving both team and project success, and balancing team versus

individual needs. The conclusions illustrate that while some organizations structures

are more supportive in an agile environment, the organization structure is less

important than identifying leaders who demonstrate those key leadership behaviors.

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The study analyzes the Influence of job characteristics and Organization features on

Management Empowerment from the perspective of empowerment risk perception.

From the data it can be noted that the mediation effect of the empowerment risk

perceptions between job characteristics, organization features and the superior͛s

empowering behavior were tested. The results demonstrated that when managers

are delegated, they would weigh the risks form power-status, organization benefit

and task performance. These risks will affect the empowering negatively. The

mediation effect of the power-status risk between organization formalization,

organization centralization and superiors͛ empowering behavior were significant,

and the same was the mediation effect of the task performance risk between

organization centralization, job uncertainty and empowering behavior. c

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The paper explains that organizations are seeking for more effective management

style, thus substantially improving the organizational performance. By synthesizing

past reviews of literature, the researchers found that the leaders͛ leadership style

and Leader-Member Exchange theory have a significant influence on improving

organizational performance and ameliorating the development of the organization.

To measures organizational performance and suggest improvement, the authors

stated that they can improve the organizational performance from three aspects as

follows: find out effective ways to mold Transformational leadership; formulate a

LMX relationship with a high quality; and find out the ways to inspire OCB.

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All these articles which were summarized follow the same format. Even though some

studies are conceptual and others are not, reading them will give the reader the idea

that they are either concerned with individuals within an organization, a group or

even the organization itself. In a nutshell, the lessons learned from these articles are

that a research in Organizational Behavior publishes commissioned papers only, spanning

several levels of analysis, and ranging from studies of individuals to groups to organizations

and their environments. A last point to be noted is that the topics encompassed are likewise

diverse, covering issues from individual emotion and cognition to social movements and

networks as well.

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Guang-yi Xu, Zhi-sheng W. (2008) The impact of transformational leadership style on

organizational performance: The intermediary effects of leader -member
exchange Management Science and Engineering. a  V  
 
( ICMSE.2008.4669047 , Pg: 1090 ʹ 1097.

Jian-jia H., Chun-ming Ye; Fu-yuan Xu (2010) V
  

  
 
       
     
Management and Service Science (MASS), 2010 International Conference on
Digital Object Identifier: 10.1109/ICMSS.2010.5578116 Pg: 1 - 4 .

Jundong H., Jun Lu, Lanying Du (2010)  ) * +

 
 & G     )     

 ( Management and Service Science (MASS), 2010 International
Conference on Digital Object Identifier: 10.1109/ICMSS.2010.5577643 , Pg. 1
ʹ 4.

Moore, E. (2009)   


 
 
     
 , Agile Conference, 2009, Digital Object Identifier: 10.1109.14 Pg:
309 ʹ 313.
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Ying, Y. Li-rong Long (2009) The influence of job characteristics and organization
features on management empowerment: The mediation role of
empowerment risk Management Science and Engineering., International
Conference, ICMSE.5317388, Pg: 463 - 469