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Interest in emotional intelligence within structural settings has flowed as its role in determining operative workplace dynamics becomes progressively documented. This education explores the impact of expressive intelligence on structural culture dynamics, concentrating on variables such as leader emotional intelligence, organizational culture, team collaboration, and employee engagement. Data from 388 participants were examined through chi-square test, correlation analysis, square tests, and Cronbach's α to measure the relationships and reliability of the measures. For statistical analysis in this study SPSS software were utilized. The findings reveal significant correlations, highlighting that higher emotional intelligence contributes to improved working efficiency and executive efficacy. This research underscores the standing of integrating emotional intelligence strategies into administrative performance to foster a positive work atmosphere and improve overall efficiency.

Background: Recruitment, training and performance management are central processes in Human Resource Management (HRM) for organizational performance. Organizational Culture (OC) also determines these practices based on the nature of hiring, career development, and employee retention. It is essential to have a clear understanding of the relationship to gain the biggest benefits for HRM strategies and organizational results. Aim: Thus, the current research examines how OC affects HRM practices such as RP, TD, PM, EE, RR, and CR. It is desired to identify how OC influences HRM practices and offer recommendations that can help to improve the HRM practices. Method: A questionnaire survey was conducted among 250 respondents using a structured 5-point Likert scale. The survey was based on demographic characteristics and evaluated the OC influence on RP, TD, PM, EE, RR, and CR. The study employed the PLS-SEM technique and T-test with the CFA and psychometric tests to check for reliability. Results: A strong correlation between OC and human resource management practices was established. OC impacted the approach to attracting employees, selecting and developing training programs, assessing performer appraisals, motivating employees, deciding on retention strategies, and handling conflict. These observations show that OC has a strong impact on the range of HRM practices. Conclusion: It is important to understand that organizational culture is an influential component that affects HRM practices. Positive OC affects the ability to attract, develop, manage, engage, retain, and resolve conflicts with employees. The PLS-SEM approach was useful in analysing these relationships and enhancing the HRM strategies with regards to organizational culture.

Innovation and organizational environment are greatly influenced by leadership styles. Innovation-friendly workplaces are fostered by leaders because of their emphasis on inspiration and vision. The leaders place more emphasis on structure and compensation, which might have a distinct effect on organizational environment (OE) and creativity. The variations in leadership styles and how they are applied in various organizational settings. The connection among organizational environment, innovative creativity and leadership styles might be influenced by industry-specific aspects. The study's aim is to comprehend how various leadership styles affect the organizational environment and corporate innovations (CI). This study included a total of 233 participants, including male (120) female (110) and non-binary/other (3) for leadership styles. Utilizing SPSS software, a statistical analysis of the data was carried out. The data was analyzed using a t-test, ANOVA, and regression analyses. These analysis demonstrated the leadership style fostering an innovative organization.The studyemphasizes the organizational environment and corporate innovationstrongly influenced by leadership styles. Creating an atmosphere that encourages creative thinking and a collaborative culture through leadership styles.

Education is presently required to create inclusive, supportive, and validating environments for education and experiences, while educational organizations continue to maintain students from many different kinds of cultural and socially diverse backgrounds. This research investigates how students engage and collaborate with diverse cultures and social environments to identify the key features influencing their social relationships and learning outcomes. To determine the possibilities and difficulties that students experience in a varied educational environment and make suggestions for the enhancements and assessment techniques for fostering a multicultural and diverse classroom. In this research, the details gathered from 350 students, and utilize 15 questionnaires related to cultural and social diversity in education that were developed, based on five variables, such as students attitudes towards diversity (SATD), impact on the learning environment (ILE), cultural awareness (CA), perception of cultural and social diversity (PCSD), and social interactions (SI). The Wilcoxon-Mann-Whitney test and inferential statistics analysis methods are evaluated through the SPSS software. From both analyses, the variable PCSD performance is higher than other four variables in the field of student perception of social and cultural diversity in education.

The organizational culture of an educational institution is key in influencing students' adoption of new teaching practices. It is felt that creating a positive and supportive culture goes a long way in encouraging people to embrace and practice the new education methods. This information can be useful for identifying how certain cultural elements affect students' engagement and, thus, facilitating the establishment of more appropriate and suitable environments in institutions that contribute to better educational outcomes. This study's focus is on exploring the nexus between organizational culture and the impact that it possesses on the students' interactions with innovations in learning methods, with several considerations. Informed consent was obtained from 1411 students in 5 colleges, including questions that sought demographic information including gender, age, and study year. Statistical Package for Social Sciences (SPSS) was analyzed to test reliability, mean scores, and correlations. The findings show that the research used methods like reliability analysis, descriptive analysis, Pearson correlations, analysis of variance (ANOVA), post hoc assessment, and Chi-Square tests. These suggest positive correlations between main organizational culture variables and differences between institutions. The findings suggest that a positive organizational culture enhances student engagement with innovative learning techniques. The study concludes that fostering a supportive and innovation-driven organizational culture is essential for improving student participation and effectiveness in educational practices.

The success of an organization depends on its quality management (QM) and organizational culture (OC). While QM seeks to improve the caliber of products and services, OC consider to share beliefs and behaviors that impact working relationships. Together, they deliver excellent performance and a competitive advantage. The goal of the study is to evaluate how various OC factors affect QM methods and their effectiveness. The comprehensive evaluation provided by the study is based on data from 320 experts, validated questionnaires and advanced statistical techniques like correlation analysis, ANOVA and multiple regression. The study shows a significant relationship between certain OC variables and QM outcomes, highlighting the advantages of process adherence, communication process and encouraging leadership style on the effectiveness of QM and customer satisfaction. OC must be in line with QM objectives to improve customer experiences and organizational success. The research highlights the significance of integrating OC elements into QM strategies to foster an environment that drives higher output and improved customer satisfaction.

Online shopping allows consumers to save anytime, anywhere. However, cultural elements have a profound effect on consumer expectations and perceptions, affecting online shopping trust and in-keep popularity. Understanding these precise cultural factors is crucial to improve e-trade techniques and building consumer consideration. Consumers should buy products online, buying everywhere and anytime. However, purchaser expectancies and impressions are closely influenced by cultural context, affecting online purchasing self-assurance and in-save popularity. Gaining a higher expertise in these particular cultural aspects is critical to improving electronic-trade (e-trade) methods and triumphing over customers. The research looks at exploring the effect of cultural context on online popularity and considers the usage of Chi-Square tests, Two-Way Analysis of Variance (ANOVA), and regression analysis to apprehend purchaser behavior and perceptions.Two-way ANOVA results show Hypothesis 1 with the lowest p-value (0.0003) and highest F-value (8.00), representing a significant result. The Chi-square test highlights Hypotheses 2 (X² = 9.87) and H4 (X² = 12.34) as significant, while H1 (X² = 7.12) and H3 (X² = 4.56) are not. Regression analysis shows a strong correlation, especially trust shows a high correlation between attitude (0.828) and behavior (0.719), and attitude shows the strongest relationship with reputation (0.861). Integrating cultural context into online shopping strategies is critical to building trust, enhancing store reputation, and building stronger customer relationships, ultimately leading to global market success.