<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="color: black;"><span style="font-size: x-small;"><span style="font-family: Times New Roman;">This research was aimed at the study of organizational commitment to the relationship of spirituality in the workplace.<span style="mso-spacerun: yes;">&nbsp; </span>In addition, organizational commitment and spirituality in the workplace was analyzed as stand alone variables.<span style="mso-spacerun: yes;">&nbsp; </span>The design of this study was to interpret, develop, test and present research that explains the connection between workplace spirituality and a person&rsquo;s perception to the relationship of organizational commitment.<span style="mso-spacerun: yes;">&nbsp; </span>The ultimate goal of this research was to examine the relationships of the variables that would lead to further growth in employee development, increased job performance, lower turnover rates, higher profits and employee retention as they relate to organizational goals and strategies.<span style="mso-spacerun: yes;">&nbsp; </span>his research indicated that there is a widespread belief that for companies to survive into the 21^st century in the face of economical downturn and global competition, it is necessary for leaders and employees to tap into their spiritual resources.<span style="mso-spacerun: yes;">&nbsp; </span>All the collected evidence from this research points to a strong and significant relationship between the variables.<span style="mso-spacerun: yes;">&nbsp; </span>The potentially groundbreaking nature of this research leaves no doubt that the intuitively positive relationship between spirituality in the workplace and organizational commitment may transform individual and organizational lives in ways unrestricted by natural law.</span></span></span></p>

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Members of three established teams in different organizations participated in problemsolving sessions using a structured consensus model. Participants perceived a significant increase in communication openness during these sessions as compared to their previous problem-solving sessions. The increase in communication openness suggests an improved openness to the flow of information among team members. The results of this study provide early indicators of successful applications for this consensus model, including improving the participation of team members during strategic planning and enhancing the upward flow of information to senior decision-makers for purposes of organizational change and development.

This study asked students of non‐traditional age enrolled in an online MBA program to complete a questionnaire for assessing their learning styles, using the well‐known Kolb Learning‐Style Inventory. In addition to the questions about learning style, students were asked to evaluate eight electronic course delivery methods used by their professors. Students were asked to assess those methods using a 6‐point Likert‐type scale. They were also asked how the method could be qualitatively improved, but this research paper does not address those written comments. The following research questions were posed: What are the different learning styles of online MBA students?, What, if any, differences are there in the learning styles of students enrolled in online MBA courses?, and Do online students prefer certain electronic course delivery methods over others? Differences were identified in the learning styles of the students. Students reported preferences in certain course delivery methods over others. There were also significant relationships reported between learning styles and preferred course delivery methods. Implications for instructors are discussed.