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Intellectual capital is among the new, advanced management notions developed to overcome the inadequacy of previous administrations, to adapt to new situations and forge ahead of the competition. Intellectual capital means the information, experience and skills that offer advantage in competition and reveal the values existing within the structure of an enterprise. These values also exist in the relationship between the enterprise and the environment and with the employees. Although some research studies on intellectual capital (IC) have been conducted, to date no research has been carried out on the effects of IC on qualitative and quantitative organizational performance. For this reason, IC and its effects on firm performance (both qualitative and quantitative) were evaluated in this study. Following the evaluation of the intellectual capital and its sub-elements, the differentiation of the sub-elements is made. Then the reliability and validity of these sub-factors are calculated. The intellectual capital model has been tested by the structural equality model (SEM). According to research results, IC explains 92 per cent of a firm's performance. The effect of IC on qualitative performance is 0,84, while on quantitative performance it is 0,72. RC impresses qualitative performance with coefficient 0,94, quantitative performance with coefficient 0,60; HC impresses qualitative performance with coefficient 0,92, quantitative performance with coefficient 0,54 less; SC impresses qualitative performance with coefficient 0,90, quantitative performance with coefficient 0,53. According to the results of the research, IC affects both the qualitative and the quantitative performance of firms by supplying extensive knowledge to the managers.

The purpose of this study is to determine eff ect of task-oriented and employee-oriented leadership behaviors on the job satisfaction organizational commitment and job stress of health care service employees are examined. Method: This descriptive and correlational study was conducted 300 employees (nurse) from 10 diff erent health care facilites in Kocaeli. In this study questionnaire form was used as data collection method. This form items were included task and employee-orıented leadershıp behavior job satisfaction, organizational commitment and job stres. Results: As a result of this study; Task-oriented leadership behavior is higher tthan employee-orıented leadershıp behavior. Task-Oriented Leadership has no aff ect on job satisfaction and organizational commitment however, it does have more aff ect on job stress. On the other side, Individual Oriented Leadership is observed to have eff ect on job satisfaction, organizational commitment and job stress. Conclusion:Promoting the reinforcement and consulting (mentorship) behavior of the employee oriented leadership behavior and defining responsibility of job and controlling the behavior of the task oriented behavior by the hospital managers will procure the opportunity to be more eff icient at workplace for the nurses.

Due to the updated conditions of the competative environment, today’s organizations require to use small groups called as “team” in their structure. Researches indicate that teams have higher productivity skills when compared to individual work models. Teams are to have some basic features to reach their defined targets. It was targeted to investigate the effects of the concepts of “Job Design” , “Interdependence”, “Composition”, “Context”, “Process” on team performances. A survey was applied to the team members from ten different sport teams acting in different branches and the effects of these characteristics to the team performance were investigated. As a result of the study, “Composition”, “Context”, “Process”  had a positive effect on both team success and team effectiveness.