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High mountain forests (HMFs) have an important significance in forest ecosystems, but the benefits from such ecosystems have been compromised in recent years. In Turkey, HMFs constitute significant portions of Turkish forests because they cover 4% of Turkey; 15% of all Turkish forest areas are HMFs. The Eastern Black Sea region has a particular importance for HMFs due to its biological diversity and the rich presence of endemic species. This study analyzes the changes in spatial and temporal patterns of forest cover in HMF from 1973 to 2008 in the town of Maçka, which is located at the center of the Eastern Black Sea region of Turkey. The spatial and temporal change patterns of land use are quantified by interpreting spatial data. Remote sensing (RS), geographical information system (GIS), and a spatial pattern analysis program for categorical maps (FRAGSTATS) have been used for data collection, analysis, and presentation. The results showed that the HMF areas had biphasic growth from 1973 to 2008. Despite a net increase of 200.6 ha in forested areas between 1984 and 2008, there was an overall decrease from 1973 to 2008. The annual percentage of forestation for the forest areas within the study period was 0.04% in Maçka. The amount of aggregated forest area fragments rose from 388 in 1973 to 711 in 2008. The increase in the HMF of Maçka can be explained to some extent by the change in the demographic structure of Maçka and its plateaus, which contributed to changes in the daily life of the population of Maçka and its villages, such as changes in annual incomes, their lifestyles, decrease in transhumance and stockbreeding, decrease in the time of dwelling on the plateaus, and changes in the traditional architectural style.

Today, many studies are conducted in order to determine bullying behaviors and to resolve conflicts with the purpose of increasing and maintaining organizational success in developed countries. According to these studies, bullying cases are more common in public institutions when compared to other sectors. In public institutions, bullying generally occurs when successful workers are discouraged and/or harassed by their managers, thus leaving them feeling distressed and dissatisfied with their jobs. The present study examines whether forest engineers working in the seven geographical regions of Turkey are exposed to bullying behaviors, the level of any bullying, and whether there are any regional differences (N = 835). Through statistical analysis, a significant relationship was determined between bullying and demographic characteristics. The results of the present study were evaluated along with the results of other studies, and some suggestions were made in order to prevent bullying behaviors in forestry organizations.

It is observed that the importance of executive-employee relationships is continuously increasing in today's professional life in addition to the importance of leadership types of managers along with the efficiency of employees as well as the sufficiency of these people in their social relations. Communication of employees with one another and with their manager, along with their social relations, is among the most important factors that sustain an organization. Bullying is a kind of psychological terror that takes place in the form of repeated attacks among workers, as well as by the manager on the employees, aiming to instill stress, job dissatisfaction, and exhaustion on the employees. It has been put forth especially by recent studies that the leadership styles of the managers are highly influential on bullying. The study was carried out with 1189 forest engineers working at 25 different Regional Directorates of Forestry in Turkey. The status of engineers subject to bullying in addition to the effects of leadership types on bullying was determined as a result of the statistical analyses carried out. The results of the study were evaluated comprehensively in comparison with other studies in the relevant literature, thus developing suggestions for preventing bullying behaviors that vary across leadership types.