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Background & Aim: Management style in medical care is very important in the guidance and performance of the treatment team. This is effective in improving the quality and reducing the treatment time and increasing the productivity of organizations. Using different management styles in organizations will lead to different results in employee performance and organizational productivity. The present study was conducted to determine the relationship between management styles and organizational productivity in the Children's Medical Center of Tehran University of Medical Sciences.
Methods & Materials: This study is predictive correlational in nature. It was conducted on 112 nurses and managers working in the treatment department who were selected based on the random sampling method from. The data were analyzed through conducting ANOVA, t-test, Pearson correlation, and linear regression analysis in SPSS version 16.
Results: The mean score of applying authoritarian style was 4.54, consultative style 5.54, collaborative style 5.55, relational style 5.64 and transformational style 5.59. There was a statistically significant and direct relationship between management style and organizational productivity (p<0.05), (r=0.760). The determination coefficient of linear regression modeling was used to predict the changes in organizational productivity based on the management style indicated that 87.2% of the changes in organizational productivity was explained under the influence of independent variables.
Conclusion: Due to the direct relationship between the use of management styles and organizational productivity, it is not possible to use one style in organizations and the use of different styles in different departments will improve the productivity of the organization.
Background & Aim: Management style in medical care is very important in the guidance and performance of the treatment team. This is effective in improving the quality and reducing the treatment time and increasing the productivity of organizations. Using different management styles in organizations will lead to different results in employee performance and organizational productivity. The present study was conducted to determine the relationship between management styles and organizational productivity in the Children's Medical Center of Tehran University of Medical Sciences.
Methods & Materials: This study is predictive correlational in nature. It was conducted on 112 nurses and managers working in the treatment department who were selected based on the random sampling method from. The data were analyzed through conducting ANOVA, t-test, Pearson correlation, and linear regression analysis in SPSS version 16.
Results: The mean score of applying authoritarian style was 4.54, consultative style 5.54, collaborative style 5.55, relational style 5.64 and transformational style 5.59. There was a statistically significant and direct relationship between management style and organizational productivity (p<0.05), (r=0.760). The determination coefficient of linear regression modeling was used to predict the changes in organizational productivity based on the management style indicated that 87.2% of the changes in organizational productivity was explained under the influence of independent variables.
Conclusion: Due to the direct relationship between the use of management styles and organizational productivity, it is not possible to use one style in organizations and the use of different styles in different departments will improve the productivity of the organization.
 

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This study  investigates the impact of excessive virtual space usage on social laziness within the executive bodies of Sirjan. Utilizing structural modeling to analyze data collected through standardized questionnaires, the study reveals that heavy use of virtual space can lead to an increase in social laziness, which, over time, negatively affects employees' efficiency and productivity. Structural analyses further indicate that this phenomenon can gradually reduce effective participation and interaction among organization members. The paper also offers practical recommendations for managers, such as holding awareness workshops, enhancing time management, and promoting in-person interactions, all of which can help reduce the adverse effects of excessive virtual space usage. This study provides valuable insights into the challenges posed by digital engagement and its consequences for organizations, paving the way for future research in this field.