The study is based on the pre-schools principal's descriptions of their work with language and the multilingualism's developing working methods in learning organizations to promote multilingualism and the language development of and for children in preschool. Social constructionism and Theoretical perspective on learning organizations are the theories in which the study is based, empirical data were collected via four semi-structured interviews. To analyse the empirics, a thematic analysis method was used. The purpose of the study is to investigate and make visible how principals describe the possible multilingualism of preschool activities and language-stimulating teaching strategies. Based on the purpose, two issues were formed; “How do principals in preschool activities describe the supportive working methods of multilingualism based on management level? What possible initiatives and dilemmas can be found when working with multilingualism and language development teaching for preschool children from a perspective on learning organizations according to the principals' description?”. The result led to the following conclusion: That the representatives have a great ability and knowledge regarding language development methods in preschool. It was also made clear in the study that the representatives work towards long-term goals with different strategies and methods as pedagogical leaders. Increased competence and constant development are seen as an asset by the representatives, however, the results showed that the representatives had different views on how educators should acquire increased competence in language as well as multilingual development methods or methods. Another dilemma that stands out in the result was that the representatives do not have the opportunity to make all decisions on their own, but in some situations the administration makes decisions that the representatives do not have the opportunity to influence, which may have a direct or indirect impact on the activity or activities for which the representatives are the principal, which will then have a direct or indirect impact on the children and guardians who have their children enrolled in these activities.

The purpose of this study is to examine and deepen the knowledge of how unit managers are expected to take responsibility for promoting a good work environment by translating the new regulations on organizational and social work environment, in social services in a medium-sized municipality in Southern-Sweden. Method: We have used a qualitative approach as method in this study, with semi-structured interviews as data collection method. To gather empirical material, we chose to interview six unit managers who work in social services. Theory: Our theoretical point have been Implementation theory. We also chose the concepts of learning organizations and competence. Our choice of method and concepts have helped us to examine our-empirical-material. Results: The six different themes, presented in the results of this study, are designed based on the new regulations on organizational and social work environment. The different themes in this study are the following: Competences, goals for the organization and the social work environment, workload, management of working hours, offensive treatment, responsibility and the last theme is competence. Our results indicate that the unit managers are not adequately educated about the new regulations, which in turn leads to the implementation of the regulations as intended. Secondly, our results also show weaknesses in resource allocation.

<p>Sammendrag</p><p>Problemstillingen i vår oppgave er som følger: Har aktørene i prosjekt innlandsuniversitetet et omforent felles mentalt bilde for utvikling av strategien og derigjennom felles visjon for utvikling av Innlandsuniversitetet.</p><p>Vi har brukt ”den lærende organisasjon” som rammeverk for å belyse disse dimensjonene felles visjon og felles mentalt bilde. I tillegg har vi sett at enhver prosess avkrever ledelse.</p><p>Gjennom kvalitative intervju med 11 sentrale personer som har vært eller er knyttet til prosjektet har vi gjort funn som tydelig peker på at aktørene i prosjektet mangler felles visjon og at de mangler en felles referanseramme.</p><p>Dette skaper strategiske og ledelsemessige utfordringer, både på kort og lengre sikt.</p><p>Vi vurderer det slik at Prosjekt Innlandsuniversitetet kan lykkes, men det krever at det tas noen kraftigere ledelsesgrep.</p> / <p>Abstract</p><p>The subject in our thesis is as follows: Do the participants in the Project Innlandsuniversitetet have a shared mental picture of strategy development and by that a shared vision for the development of Innlandsuniversitetet?</p><p>We have used “The Learning Organization” as a framework to enlighten the dimensions “shared vision” and “shared mental picture”. We have in addition observed that any process demands leadership.</p><p>Through qualitative interviews with 11 key persons who have been or still is connected with the project we have made findings which clearly points out that the participants in the project are in lack of a “shared vision” and a “shared framework”. This leads to demands of strategy and leadership.</p><p>In our view the project Innlandsuniversitetet can succeed, but it needs a stronger hand of leadership.</p>

Sammendrag Problemstillingen i vår oppgave er som følger: Har aktørene i prosjekt innlandsuniversitetet et omforent felles mentalt bilde for utvikling av strategien og derigjennom felles visjon for utvikling av Innlandsuniversitetet. Vi har brukt ”den lærende organisasjon” som rammeverk for å belyse disse dimensjonene felles visjon og felles mentalt bilde. I tillegg har vi sett at enhver prosess avkrever ledelse. Gjennom kvalitative intervju med 11 sentrale personer som har vært eller er knyttet til prosjektet har vi gjort funn som tydelig peker på at aktørene i prosjektet mangler felles visjon og at de mangler en felles referanseramme. Dette skaper strategiske og ledelsemessige utfordringer, både på kort og lengre sikt. Vi vurderer det slik at Prosjekt Innlandsuniversitetet kan lykkes, men det krever at det tas noen kraftigere ledelsesgrep. / Abstract The subject in our thesis is as follows: Do the participants in the Project Innlandsuniversitetet have a shared mental picture of strategy development and by that a shared vision for the development of Innlandsuniversitetet? We have used “The Learning Organization” as a framework to enlighten the dimensions “shared vision” and “shared mental picture”. We have in addition observed that any process demands leadership. Through qualitative interviews with 11 key persons who have been or still is connected with the project we have made findings which clearly points out that the participants in the project are in lack of a “shared vision” and a “shared framework”. This leads to demands of strategy and leadership. In our view the project Innlandsuniversitetet can succeed, but it needs a stronger hand of leadership.

Submitted by Viviane Lima da Cunha (viviane@biblioteca.ufpb.br) on 2015-05-25T11:17:20Z No. of bitstreams: 1 arquivototal.pdf: 1929590 bytes, checksum: ce43a41d3b807daa1fde3a8e958bcad3 (MD5) / Made available in DSpace on 2015-05-25T11:17:20Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 1929590 bytes, checksum: ce43a41d3b807daa1fde3a8e958bcad3 (MD5) Previous issue date: 2014-03-31 / In an attempt to control the social issues caused by rising crime, the managers of police organizations demonstrate having a preoccupation with typically repressive actions and with the application of logic of instrumental rationality in police management, which focuses on relentless pursuit by the results and implementation of essentially strategic actions. In this context there is a crisis of the current standards of practice adopted by police, which little or no practical result, and thus the goal to protect citizens is no longer performing, guaranteeing wellness and life protect, being only the achievement of goals and fixed management purposes. Historically police organizations always applied management solutions empirically with a strong tradition bureaucrat, which resulted in practices that tarnish its corporate image. Therefore, it is necessary to get objective standards of performance appropriate to the democratic perspective, demanding police officers able to deal with this social instability and interact appropriately with citizens. Thus, the role of police training is decisive for the cops to obtain an apprenticeship throughout its functional life and they handle with conflicts and social contradictions, stimulating the perception of injustice overcome, in an attempt to reduce or eliminate them, and perception of increasing justice in the life of citizens through police practices best suited to the democratic State of law. This research proposes a new perception of public security and the construction of a theoretical-conceptual corpus to assist management in Civil Police based on the concepts of learning organizations that is supported on pillars of human security and the communicative action, for arise more humanistic perspective and less instrumental for management of police training, so that the new learning to be possible under this new perspective can reflect on more democratic police practices and more effective social achievements. The communicative action enables coordination of action plans of the actors of public safety, sow the principles of rationality in a social dialogue and in organizational decision-making processes, uses a language which is not restricted only to inform, but to create opportunities for people and socially meaningful learning interactions. Human security shows that it is necessary to ensure the full use of substantive freedoms of citizens and to promote a world free of needs and free from fear, besides emphasizing that social development should be shared by the whole society and start within each location that suffers the consequences of criminality. Finally, the problems of public safety are of each of the social actors and it is important that they can be involved in the construction of interactive solutions as subjects capable of speaking and acting to effective social pact for the safety of all. Investing in police training is crucial to the development of police organizations. But this is only the first step to be completed so that, soon after, it's necessary a great cooperative effort of all toward a proper organizational change management. However, it will take longer for police officers and managers to change the police organization than the organization change them through an institutionalized ongoing training process. / Na tentativa de controlar o desacerto social provocado pela criminalidade crescente, os gestores das organizações policiais demonstram ter uma preocupação excessiva com o exercício de uma ação tipicamente repressiva e com a aplicação da lógica da racionalidade instrumental na gestão policial, que privilegia a busca incessante pelos resultados e a aplicação de ações de natureza essencialmente estratégicas. Nesse contexto, há uma crise do atual padrão de atuação policial, com medidas de pouco ou nenhum resultado prático, sendo que o objetivo deixa de ser a realização da proteção dos cidadãos, com a garantia de seu bem estar e de suas vidas, para ser apenas o alcance de metas e fins gerenciais fixados. Historicamente, as organizações policiais sempre aplicaram soluções gerenciais empiricamente encontradas e com uma forte tradição burocrata, que resultaram em práticas que maculam a sua imagem institucional. Por isso, é preciso buscar padrões objetivos de atuação mais adequados à perspectiva democrática, demandando policiais aptos a lidar com essa instabilidade social e a interagirem de modo apropriado com os cidadãos. Assim, o papel da formação policial passa a ser decisivo para que os policiais busquem um aprendizado ao longo de toda a sua vida funcional e saibam lidar com conflitos e contradições sociais, aguçando neles um faro para a percepção de injustiças superáveis, buscando reduzi-las ou eliminá-las, e de percepção de incremento da justiça na vida dos cidadãos, desenvolvendo ações policiais através de práticas mais adequadas ao estado democrático de direito. Neste trabalho, o que se propõe é uma nova percepção da segurança pública e a construção de um corpus teórico-conceitual que auxilie a gestão na Polícia Civil baseada nos conceitos das organizações que aprendem e que esteja sustentada nos pilares da segurança humana e do agir comunicativo, para que, a partir daí, surjam perspectivas mais humanistas e menos instrumentais para a gestão da formação polical, de modo que o novo aprendizado a ser viabilizado sob essa nova ótica possa refletir em práticas policiais mais democráticas e realizações sociais mais efetivas. O agir comunicativo possibilita uma coordenação dos planos de ação dos atores da segurança pública, semeia os princípios de uma racionalidade que, no diálogo social e nos processos de tomada de decisão organizacional, usa uma linguagem que não se restringe somente a informar, mas sim a oportunizar interações entre as pessoas e aprendizagens socialmente significativas. A segurança humana mostra que se faz necessário garantir o uso pleno das liberdades substantivas dos cidadãos e de promover um mundo livre de necessidades e livre do medo, além de ressaltar que o desenvolvimento social deve ser compartilhado por toda a sociedade e começar no seio de cada localidade que sofre com as consequências da criminalidade ali reinante. Enfim, os problemas de segurança pública serão de cada um dos atores sociais na medida em que eles possam e consigam se envolver na construção de soluções interativas, atuando como sujeitos capazes de falar e de agir em prol da efetivação do pacto social pela segurança de todos. Investir na formação policial será fundamental para que ocorra o tão desejado processo de desenvolvimento organizacional das polícias. Mas esta será apenas a primeira etapa a ser cumprida, para que, logo depois, seja necessário um grande esforço de todos os policiais, rumo ao correto gerenciamento da mudança organizacional. Todavia, levará mais tempo para que os policiais e gestores possam mudar a organização policial a qual eles pertencem, do que esta levará para mudá-los mediante contínuos processos formativos institucionalizados.

In today's society, much is based on standards and standardized working methods. ISO standards can be seen as a way of organizing according to different requirements to ensure, for example, food safety or quality in different processes. All ISO standards are based on the fundamental approach of the PDCA cycle, that promotes iterative learning in organizations. The study examines how a dairy can improve the work with follow-up and compliance. The study has a primary focus on the last two parts of the PDCA cycle. The empirical material states that the employees feel that an unclear ownership and division of responsibilities, lack of resources, time and locked competence are the basis for the organization's lack of work with follow-up and compliance. Through a root cause analysis and the approach of "Five why?" root causes could be determined and placed in a relationship diagram. In a further analysis of the root causes of lack of follow-up and compliance through a relationship diagram, two themes could be identified, organizational culture and lack of requirements and clear responsibilities. The two themes led to concrete solutions proposals consistent with ISO 14001:2015 and 22,000:2019 requirements. It turned out that all root causes seemed to link together and proves that by starting work on one root cause, it will have consequences for the others. To improve and develop the dairy's work with follow-up and compliance following implementation proposals are presented in the study: - Build a structured toolbox - Create role description - Integrate requirements from management / I dagens samhälle grundar sig mycket på standarder och standardiserade arbetssätt. ISO standarder kan ses som ett sätt att organisera efter olika krav för att säkerställa exempelvis livsmedelssäkerhet eller kvalitet i olika processer. Samtliga ISO-standarder bygger på det grundläggande angreppssättet PDCA-cykeln, vilket främjar det iterativa lärandet i organisationer. Det handlar om att följa upp och lära sig av händelser i samtliga processer. Studien undersöker hur ett mejeri kan förbättra och utveckla arbetet med uppföljning och efterlevnaden i standardarbetet, med säkerskilt fokus på PDCA-cykelns två sista delar. Det empiriska materialet fastställer att medarbetarna upplever att ett otydligt ägandeskap och ansvarsfördelning, resursbrist, tid och låst kompetens ligger till grund för organisationens bristande arbete med uppföljning och efterlevnad. Genom en rotorsaksanalys och tillvägagångssättet med ”Fem-varför?” kunde rotorsaker fastställas och placerades i ett relationsdiagram. Vid vidare analys av rotorsakerna till bristande uppföljning och efterlevnad genom ett relationsdiagram kunde två teman kartläggas, vilka var den befintliga organisationskulturen samt bristande krav och ansvarsroller. Studien lyfter olika perspektiv för de två teman, vilka mynnar ut i konkreta lösningsförslag i enlighet med ISO 14001:2015 och 22 000:2019 krav på berörda områden. Det framgick att samtliga rotorsaker tycks sammanlänka och påvisar att genom att börja arbeta med en rotorsak kommer det få konsekvens på de övriga. För att förbättra och utveckla mejeriets arbete med uppföljning och efterlevnad presenteras följande lösningsförslag med tillhörande implementeringsförslag: - Bygga en strukturerad verktygslåda - Skapa rollbeskrivning - Integrera krav från ledningen

Studiens syfte är att undersöka vilken betydelse motivation ger för korrelationen mellan en upplevd högre grad av situationsanpassat ledarskap inom en bransch som historiskt adapterat Taylorismens styrande produktionsfokus jämfört med modernare ledarskapsteorier. Studien baseras på ett teoretisk ramverk kring tre övergripande faktorer; grad av upplevt situationsanpassat ledarskap(Meier, 2016), upplevd grad av möjligheter till lärande (Marsick &amp; Watkins, 2003) samt motivation (Furnham, Eracleous &amp; ChamorroPremuzic, 2009). Dessa variabler undersöks ur en kvantitativ ansats med av erkända forskare validerade datainsamlings instrument och faktorialanpassning. Resultatet delades upp och kodades till lämpligt format för att kunna utföra bivariata och trivariata kvantitativa statistiska analyser som undersöker samband mellan dessa variabler. De bivariata analyserna (ledarskap mot lärande) visade olika grader av samband som sedan testades med motivation som modulerande endogen variabel där sambanden visade stärkt korrelation. Studien visade stöd åt korrelationen av dessa trevariabler, dock indikerar determiniationskoefficienten R2att ytterligare förklarande påverkande faktorer finns till sambandet då R2 &lt; 100%.

Utifrån att samhället genomgår stora förändringar   och står inför nya utmaningar finns ett behov av förmåga att möta framtiden   på ett nytt sätt. Det ställs nya krav på hur organisationer behöver jobba med   utveckling då transformationen skapar nya beteenden hos oss människor.   Offentlig sektor utmanas precis som andra myndigheter och företag. Ambitionen   med examensarbetet har varit att utforska och beskriva en förändring i stor   skala utifrån ett helhetsperspektiv. En kommunal verksamhet, som i två års tid arbetat   med att åstadkomma en storskalig förändring, har varit föremål för denna   fallstudie. Fallstudien har genomförts genom bland annat djupintervjuer,   workshops och semistrukturerade intervjuer. Analysen har hämtat inspiration   från Kuipers, Higgs, Kickert, Tummers, Grandia, och van der Voets (2013)   rekommendationer till forskning om förändring i offentlig sektor.   Rekommendationerna handlar om att inkludera förändringens kontext, innehåll,   process, resultat och ledarskap. Den förändring studieobjektet genomgår   inkluderar värderingar och kultur, arbetssätt och verktyg och drivs med målet   att öka professionaliseringen, öka graden av personcentrering och för att   etablera ett kontinuerligt lärande. Studiens resultat har visat att flera händelser och   insatser är avgörande i en storskalig förändring mot offensiv   kvalitetsutveckling som stämmer överens med tidigare forskning som   rekommenderar att flera olika modeller och strategier bör användas beroende   på situation. Studiens resultat visar också att framgång kan uppnås genom att   bedriva flera förändringsprocesser parallellt och på kort tid. Tidigare   forskning talar istället om att förändring behöver ta tid. Flera upplevda framgångsfaktorer har identifierats   och de flesta framgångsfaktorerna är inte desamma som lyfts i den tidigare   forskning som studerats. De framgångsfaktorer som är unika för fallstudien   är: modigt ledarskap, systemtänkande, att utgå från kundens fokus istället   för kunden i fokus, användning av teoretiska förändringsmodeller för att   förankra förändringsarbetet, att driva flera förändringsprocesser parallellt   i högt tempo och att inkludera organisationens kontext och historia. Studiens resultat har visat att fallorganiastionens   förändringsprocess kan beskrivas i fjorton steg. Vissa av stegen återfinns i   de teorier som studerats och vissa återfinns inte. Att stegen skiljer sig åt   kan bero på att detaljnivån skiljer sig mellan studiens resultat, som mer   specifik och de teoretiska förändrinsmodellerna, som är mer generella. Hörnstenarna i hörnstensmodellen har utifrån   studiens resultat kunnat sekvenseras i en viss ordning och beskrivas med   olika tyngdpunkt och betoning. Hörnstensmodellen skulle enligt studien kunna   användas som en värderingsmodell i ett storskaligt förändringsarbete men   också utifrån arbetssätt och verktyg. / Society is going   through rapid change and social transformation is taking place. This is a   result of mega trends such as individualization and digitalization. People   are behaving in new ways and our future desires are harder than before to   predict. New business models need to develop both within the private and the   public sector. The ambition with this master thesis has been to take a whole   system perspective and explore and describe a large scale transformation   taking place within a large organization. A case study at   the elderly care within public sector has been made to accomplish the   ambition. The organization which has been studied has purposely been working   with a large scale change program for two years with the determination to   achieve a higher level of professionalism and customer orientation. The   research design has included in-depth interviews, workshops, observations and   semi-structured interviews. The analysis has been inspired from Kuipers,   Higgs, Kickert, Tummers, Grandia, och van der Voets (2013) recommendations to   include context, content, process, result and leadership in change-oriented   research within the public sector. The results from   the case study shows that many different efforts and activites are crucial to   achieve a large scale change implementing TQM. This finding is in line with   previuos reasearch. Another finding from the case study, that differs from   previous research, is many simultaneously initiatives and efforts managed in   a relatively short time seems to be a success factor for large scale change   in large organizations and complex systems. Previous research says in   contradiction that change needs time. Many more perceived   success factors was identified. Some of them are slightly similar to previous   research but many of the findings are not found in theories studied. Critical   success factors uniqe for this case study are: courageous leadership, systems   thinking, a perspective taken from the customers point of view instead of a   customer oriented perspective, the practical use of theorethical change   models, many change projects simultaneously driven in a fast speed and the   organisations history of change projects included as well as the   organisations unique context. The findings from   the case study also shows a change process that can be described in fourteen   steps. Some of these steps are found in the change management theories and   others are not. The descpription of the steps from this case study are   somewhat more detailed and related to the context whereas the theoretical   change models have a more general characteristic. The change   process was also viewed through the TQM-model named The corner stone model,   and this showed that the cornerstones can be sequenced in a certain order   based on the results of the study. The stones can also be described with   different highlighting due to the change context. Different emphasis and   content among the cornerstones could also been seen. The corner stone model   could, accoring to this case study, could therfore be used as a value model   in large scale change, but also as a change model for working ways and tools. / <p>2017-06-28</p>

<p>Испитиван је утица трансформационог лидерства и комуникационог задовољства на задовољство послом и учећу организацију у гимназијама. Узорак се састоји од наставника гимназија у Новом Саду и Београду.</p> / <p>Ispitivan je utica transformacionog liderstva i komunikacionog zadovoljstva na zadovoljstvo poslom i učeću organizaciju u gimnazijama. Uzorak se sastoji od nastavnika gimnazija u Novom Sadu i Beogradu.</p> / <p>We investigated the influence of the transformational leadership and communication satisfaction on job satisfaction and learning organization in gymnasiums in Novi Sad and Belgrade. The sample consists of professors in gymnasiums in Novi Sad and Belgrade.</p>

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