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  Views on the image of God : a comparative study of the views of Karl Barth and Anthony A. Hoekema

  (Adventist International Institute of Advanced Studies, 2007-08) Hutabarat, Reymand

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  This study seeks to give a satisfactory, though not necessary final, answer to the questions, “What are the common grounds and points of difference on the views of Karl Barth and Anthony Hoekema about the image of God?” and “What are the underlying influences of these two views?” To reach this goal, it first describes Barth and Hoekema’s views of the image of God; then, it compares and analyzes these two views. Barth understands the image of God in man as relationship between man and woman. He believes that in the Godhead there exists a being “confronting one another” among the three Persons, of which man is the visible pattern. Forhim, the man who is the image of God is not an individual man but the man as male and female. He believes that the humanity of Jesus Christ is the very image of God. However, this image is not something He possesses as a person, but is found only in His relationship with His woman, the church. Hoekema understands the image of God as an unlosable aspect of man. He maintains that the image of God must include both structural and functional aspects of man. In the functional aspect, the image is to be seen in man’s threefold relationship: toward God, toward others, and toward nature. This study finds out that Barth was much influenced by Søren Kierkegaard, Karl Jaspers, and Ludwig Feuerbach in the formation of his theology. Martin Buber’s and Dietrich Bonhoeffer’s influence were notable in the formation of his doctrine of the image of God. This study also finds out that Hoekema was influenced by many reformed theologians in the formation of his doctrine of the image of God including John Calvin, Emil Brunner, Herman Bavinck, and Hendrikus Berkhof. Due to these quite different backgrounds, views of Barth and Hoekema on the image of God are apparently incompatible. However, after comparing and analyzing these two views, this study concludes that the apparent differences between them are not antithetical but merely complementary to each other.

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  Leadership behavior and outcome of selected commercial and thrift banks in Silang, Cavite

  (Adventist International Institute of Advanced Studies, 2007-03) Hutabarat, Francis M.

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  The purpose was to determine and analyze the management leadership behaviors of selected commercial and thrift banks in Silang, Cavite, and find out their dependency with the related leadership outcome based on the theoretical framework of the study. To achieve this, the Blake and Mouton’s managerial grid theory was used. Data were collected from the commercial and thrift banks in Silang municipality on November 2006. Out of the total of 46 questionnaires distributed, 44 (95.7%) were completed and returned. The demographic profile indicated that respondents of the study were mostly female with an age bracket of 21 to 40 who were married and bachelor’s degree holders. About 91% of them were regular employees who have been working for the banks for a period of more than 11 years. The major findings of the study were as follows: The leadership behavior identified in all commercial and thrift banks in Silang to be Team Management according to Blake and Mouton Managerial Grid Theory. There were also no significant differences in the perception of the banks support staff on concern for task and people when they were grouped by demographic variables such as: gender, age, marital status, highest level of education, employment status, and length of service. When compared to that of management, there were also no significant differences in the perceived leadership behavior between management and support staff of commercial and thrift banks for concern for task, except for the following: performing task efficiently and pinpointing weaknesses, and for concern for people: honoring other’s feeling and accommodating ideas. There were significant correlations between leadership behavior and outcome for concern for task except that goal accomplishment, employees development (training and seminars), and weaknesses pinpointing did not seem to correlate with efficient time management as an outcome. In concern for people, people coaching, team work building and honoring other’s feeling did not seem to correlate with better performance as an outcome of counseling. Some of the recommendations were to continue to sustain effective Team Management, continue making good managerial decisions, work out the bank’s long-term plan with employee’s participation, establish more effective communication, provide comprehensive training, and to consider hiring a psychologist.

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