Summary: The researcher has noted since a while that the charismatic leadership is a very important subject to do research about because as the researcher believes that the leader, leadership and charismatic can affect the political matters, economic matters, and social matters. The study focuses on the processes and relations in the charismatic leadership, the study problem is: there are leaders, who had managed and organized an organization, still needs more study to understand and discover their leadership. Due to the mentioned above, the researcher has gotten intention study the processes and relations in their charismatic leadership. And the researcher’s problem is throughout the researcher’s perusal on some leaders in the world who are lead and organize an organization. The researcher has noticed that there are leaders, who had managed and organized an organization, still needs more study to understand and discover their leadership. Due to the mentioned above, the researcher has gotten intention study the processes and relations in the charismatic leadership. The research’s goals are: 1- To formulate theoretical and actual provisions of the processes and relations in the charismatic leadership. 2- To test hypotheses and define the processes and relations in the charismatic leadership. 3- To discover the leadership, which are the leaders have done. 4- To answer the research’s questions. 5- To study the effects of the processes and relations in the charismatic leadership. 6- To enrich the library by this scientific research. 7- To assist the application of scientific principles of charismatic leadership in Libya. 8- To help Libyan society to get to know the advantages and disadvantages of charismatic leadership in the field of social, political and economic. 9- To find a description of scientific and practical application on charismatic leadership. The researcher worked on these following specific and particular hypotheses: 1 - Charismatic leadership is determined by the ability of leaders to create and control the realization of the task of building, changing and modernizing world organization of life and the world of work. 2 - The power management leader is determined by having the ability and knowledge to strategically manage, as internal processes and relationships, and processes and relations of his country's foreign policy. 3 - The power of the modern charismatic leader is determined by a process institutionalization of the organization of life in the world in particular historical community. The study is divided into four chapters the first chapter includes the general frame work, the second chapter about the leadership, the third chapter about charismatic leadership, and the fourth chapter includes the methodology frame. The Results: Through this study process and as a result of testing the research's hypotheses and compared with the theoretical aspect of this study had been reached on a set of results which can be summarized in the following points: The results of the hypothesis of the study: - The researcher has proved the research hypotheses which are: 1 - Charismatic leadership is determined by the ability of leaders to create and control the realization of the task of building, changing and modernizing world organization of life and the world of work. 2 - The power management leader is determined by having the ability and knowledge to strategically manage, as internal processes and relationships, and processes and relations of his country's foreign policy. 3 - The power of the modern charismatic leader is determined by a process institutionalization of the organization of life in the world in particular historical community. The results of the questions of the study: 1- Yeas, charismatic leadership is determined by the ability. 2- Yeas, the power management leader is determined by having the ability and knowledge to strategically manage. 3- Every leader did / does the process through his charismatic leadership. 4- Even the period, place and way are different the leaders expressed their leadership.
Abdurrezagh Ramadan Ali Shabshaba(2-2013)

This paper focuses on chaos and unforeseen uncertainty to establish a link between these practices and how to manage them. The paper aims to propose constructive ways of dealing with the complexities arising due to chaotic situations and unforeseen uncertainty in a project management environment. This can hence lead to wider awareness and development of the skills and competencies required to evolve project management into complex adaptive systems “Chaos is inevitable. In the sense that perturbation is evolutionary, it's also desirable .But managing it is essential. It's no use for any of us to hope that someone else will do it. Do you have your own personal strategies in place?”(Brinkworth, C. P. 2006). Chaos means that strategies go wildly astray. It is often associated with missed deadlines, understaffing, runaway costs, and similar situations generally considered negative. Under these circumstances “Chaos” describes a situation where the goals of a strategy are unachievable and therefore the outcomes become random, unpredictable and often undesirable. This is exemplified in a recent E-mail message by Bill Ford to all of Ford Motor’s employees saying: "The business model that sustained us for decades is no longer sufficient to sustain profitability." Geoffrey Colvin, senior editor at Fortune magazine, analyzes Ford’s problems in his article “Managing in Chaos” (Colvin, 2006). Projects with major sources of foreseen uncertainty, project managers must first identify events that could affect the project. The task could be as simple as making a list of risks or opportunities and identifying different courses of action to deal with events as they materialize. Although critical-path methods are still good for handling complexity, there also must be some way to represent the potential influence of foreseen uncertainties. The decision tree — a graphic that helps managers to consider and communicate the effects of early decisions on later uncertainties and thus on later decisions — is a useful approach. Each branch of the tree represents a contingency plan for a major foreseen uncertainty. To track projects featuring unforeseen uncertainty, teams must monitor not only which activities are complete, but also which branch of the decision tree has materialized. The manager shifts from master scheduler and trouble shooter to reactive consolidator of what the team has achieved so far. With unforeseen uncertainty, managers must ensure all parties know the contingencies and, from the project’s outset, buy into the alternative plans and outcomes. During the project, managers must constantly monitor all risks and communicate them to stakeholders.
Abdurrezagh Ramadan Ali Shabshaba(3-2014)

هدفت هذه الدراسة إلى قياس مستوى الالتزام التنظيمي بأبعاده الثلاثة : (العاطفي ، الاستمراري ، الأخلاقي) كمتغير تابع وعلاقته بالمتغيرات المستقلة (الجنس ، العمر ، المؤهل العلمي ، التخصص الأكاديمي ، عدد سنوات الخبرة ، المسمى الوظيفي) من وجهة نظر العاملين بقطاع التعليم الخاص بالعاصمة الليبية طرابلس : (جامعة العاصمة الأهلية ، جامعة طرابلس الأهلية ، معهد عين شمس) ، وقد أجريت الدراسة على عينة عشوائية تكونت من (60) مفردة وقد أجرى التحليل الإحصائي على (50) استبانة. استخدمت صحيفة الاستبانة لجمع البيانات المتعلقة بفرضية وسؤال الدراسة. وقد أظهرت نتائج الدراسة أن كلا من مستوى الالتزام التنظيمي العاطفي والأخلاقي مرتفعان لدى العاملين ، بينما أظهرت أن مستوى الالتزام الاستمراري متوسط حسب معامل ليكارت الخماسي ، كما أظهرت أيضاً أن هناك ارتباطاً موجباً قوياً بين المتغيرات المستقلة والتابعة للدراسة ، وأن هناك تحديداً تفسيرياً قوياً ومرتفعاً للمتغيرات المستقلة بالنسبة للمتغيرات التابعة. وكانت أهم توصيات الدراسة : العمل على زيادة الاهتمام بمتغير الالتزام الاستمراري وبذل جهد أكبر وتوفير وسائل وسبل لجعله يحظى بقبول أكبر من قبل العاملين ، كما أوصت الدراسة بزيادة الاهتمام والمحافظة على المستوى العالي للارتباط لكلا المتغيرات التابعة والمستقلة وتسخيرها لزيادة كفاءة وفاعلية المنظمات قيد الدراسة.
عبد الرزاق رمضان علي شبشابة(3-2020)