published_or_final_version / Public Administration / Master / Master of Public Administration

Bakgrund: ”Målstyrning tydliggör ställda krav, medger en riktig och effektiv resursanvändning, ger ett bättre verksamhetsresultat, ger alla anställda möjlighet att påverka sitt eget arbete, ger större ansvar åt den enskilde, skapar utrymme för anställdas kreativitet, initiativförmåga och delaktighet, höjer trivseln och förbättrar arbetsmiljön” (Svensson, 1993:21). Att döma av Svenssons ord framstår målstyrning som lösningen på företagsvärldens alla problem. Fairhurst (1996:11) som skriver om nyretorikens framing (inramning), drar i sin forskning slutsatsen att retorisk medvetenhet ökar sannolikheten för att nå mål. Men hur går det till i praktiken? Syfte: Vi vill med denna studie öka förståelsen för ledares styrning mot uppställda mål utifrån ett retoriskt perspektiv. Vår ingång för att skapa den här förståelsen är en flerfallstudie där vi följer två fotbollstränares medvetna och omedvetna framing i deras praktiska arbete, på match såväl träning. Metod: Kvalitativ flerfallstudie, med insamlad empiri utifrån icke-deltagande observationer samt semi-strukturerade intervjuer med spelare, tränare och ordföranden i två klubbar: Östers IF (Superettan) och Moheda IF (division 3). Slutsats: Ur ett nyretoriskt perspektiv försöker våra tränare se på världen utifrån sina spelares ögon och anpassar sin framing därefter. Prigoda undviker till exempel termen ”hänga kvar” (i division 3) och Björknesjö talar om att de ”bygger” (som i en process), eftersom båda är väl medvetna om vilka signaler de sänder ut. Ingen av dem är dock helt konsekventa i sin framing, vilket kan få oönskade effekter på sikt. / Background: Research of management by objectives (MBO) tells us of many different causes in failed goal-settings. MacLeod (2012:70) writes that goals need to be reasonable and Latham (2004:127) emphasizes the importance of goal-commitment. Fairhurst (1996:11) concludes that conscious framing can assist the leader in increasing the likelihood of achieving goals. But how does it work in practice? Purpose: The purpose of this thesis is to increase the understanding of how leaders are working toward goals, from a rhetorical perspective. Method: We have conducted observations and interviews with players and officials in two Swedish football clubs: Östers IF (Superettan) and Moheda IF (division 3).  Conclusion: The coaches consciously choose words in goal setting according to how they are interpreted by the players. Prigoda is framing by avoiding terms like ”hang in” (to remain in their league) and Björknesjö primes himself and the players that they are still ”building” (as in a process). Both leaders are however inconsistent in their framing, which in the long term could lead to unwanted effects.

Thesis (D. Min.)--Trinity Evangelical Divinity School, 1993. / Includes bibliographical references (leaves 145-148).

Thesis (D. Min.)--Trinity Evangelical Divinity School, 1993. / Abstract. Includes bibliographical references (leaves 145-148).

Bakgrund: I Sverige har den offentliga sektorn till följd av New Public Management-vågen som sköljde in över landet i början på 80-talet i stor utsträckning valt använda sig av målstyrning, vilken syftar till att styra verksamheten utifrån mål. Samtidigt skedde en systematisk nedmontering av det svenska civilförsvaret och med det också en minskad förmåga att hantera kriser, då det till stor del varit civilförsvarets uppgift tidigare. Idag, drygt 30 år senare, är krishantering återigen på agendan hos kommunerna och ämnet aktualiseras av de tragiska händelser som skett på senare tid så som branden i Västmanland 2014 och terrordådet i Stockholm 2017 den 7/4. Kommunerna ska arbeta för att minska sårbarheten samtidigt som de använder målstyrning som har ett annat ursprungligt syfte än det närmsta ideologiska hos kommunerna. Syfte: Syftet med studien blir därmed att få en ökad förståelse av hur relationen mellan resiliens och målstyrning i svenska kommuner fungerar, samt att identifiera förmågor vilka möjliggör ett funktionellt förhållande Metod: Det här är en kvalitativ studie genomförd med hjälp av fallstudier av två svenska kommuner. Den bygger på sju semistrukturerade intervjuer, varav två expertintervjuer - en hos den större kommunen och fyra hos den mindre kommunen. Studien har en induktiv ansats och utgår därmed ifrån empirin. Slutsats: Studien visar att det finns två sidor av relationen. En där klassiska målstyrningen fungerar bra för det förberedande arbetet mot resiliens. Den andra sidan av relationen visar att klassisk målstyrning inte fungerar fullt ut, utan kräver viss anpassning. För att relationen ska fungera krävs istället något som författarna benämner ”resilient styrning”, vilken bygger på flexibla ”insatsmål” och att organisationen innehar vissa förmågor som erhålls med hjälp av bl.a. övningar och utbildningar. / Background: The New Public Management wave swept over Sweden during the 80’s, and with it came the introduction of Management by Objectives in the Swedish municipalities, a management method that they still use. During the same time Sweden began to dismantle its civil defence, which prior to the dismantling were the ones given the task of crisis-management and the preparations of it. Now the responsibilities fall on the municipalities in Sweden to address the matter of crisis-management and preparation of crisis, regulated by certain laws. This subject is tragically being actualised by events such as the big fire in Västmanland 2014 and the act of terror in Stockholm the 7/4 2017, events that demand that the municipalities are prepared for the crisis and able to handle them, and therefore continue their function. Aim: The aim of the thesis is to increase the understanding of the relationship between management by objectives and resilience, as well as identifying skills that are needed to maintain it. Methodology: This is a qualitative case-study within two municipalities in Sweden which is built upon seven semi-structured interviews, whereas two of them are expert- interviews, four are made in a smaller municipality and one in a big municipality. The thesis has an inductive approach and is therefore build upon empirical findings. Conclusion: The thesis concludes that there are two sides of the relationship. One where classical management by objectives functions well, regarding the initial work needed for becoming a more resilient organization. However, it doesn’t work at later stages since it’s impossible to set the goals in a crisis beforehand. Therefore, the authors propose what they name “resilient management”, which is built upon “operation objectives” that requires certain skills from the organisation that are acquired by, for example, practising. With this proposed method, the relationship can be maintained but somewhat altered.

The tourism sector in Zanzibar Tanzania has emerged strongly in the past 15 years, helping the development of other Industries that support it. As a result, Industries such as telecommunication, IT, transport and hospitality have also emerged recently. It is, however, speculated that organizations in the tourism sector in Zanzibar generally lack the effective performance that is required of them to compete in the contemporary complex and turbulent market environment. This research thus set out to explore and diagnose the organizational effectiveness of the accommodation units of the tourism sector in Zanzibar. The research had specific objectives of diagnosing and finding the gap between the current and the optimal organizational performance in two particular units of accommodation as well as determining the factors affecting organizational performance in these units. The study furthermore set out to recommend implementation of suitable intervention activities to improve organizational performance in the units analyzed. In order to achieve the above objectives the research deployed an action research strategy with the Weisbord’s six box model as a framework to diagnose two five star grade accommodation units in Zanzibar. A qualitative method was used to collect data. Key findings of the research are briefly presented below: - The service output of the accommodation units analyzed was not very consistent and fell short of the expectation of their customers. This showed a gap in terms of the organizations’ performance. - Factors affecting organizational effectiveness were found to be mainly in the Purpose and Rewards functions of the organizations. - The specific areas in the Purpose function that appeared to have substantial problems were: -- Goals of the organization were not clearly stated -- Employees did not understand the purpose of the organization -- Employees were not involved in deciding their work unit goals -- Employees were not in agreement with the goals of their work units. -- Employees did not understand priorities of the organization The specific areas in the Reward function that appeared to have substantial problems were: -- The pay scale and benefits of the organization did not treat employees equitably. -- Employees felt that the salary they received was not commensurate with the jobs they performed. -- Not all tasks to be accomplished were associated with incentives. Following the diagnostics findings above, the research suggested the following intervention activities that could possibly help to address the above mentioned problems: - A Management by Objectives (MBO) process was suggested to redress the problems indicated in the Purpose function. This would help to set clearly agreed goals at all levels of the organizations. Employees and resources would then be directed towards achieving these goals that would enable the organizations to perform more effectively. - Revision of the current reward system was suggested to redress the problems indicated in the Reward function. The reward system should be implemented in a manner that creates a feeling of both internal as well as external (market) equity among employees. Furthermore, rewards should be linked to performance in order to direct behaviour and motivation among employees. The performance based reward system can also help to achieve the MBO process proposed above since rewards will be designated for achievement of individual, departmental and finally organizational objectives, thus increasing organizational effectiveness.

Based on the notion that leader behaviors are mutually facilitative on their effects on leader effectiveness, this study tested the hypothesis that Persuasive behaviors enhance the predictive relationship between Strategic behaviors and Leadership Effectiveness. Persuasive was hypothesized to act as an enhancer based on the notion that the leader's ability to influence others and develop followership can enhance the impact of a leader's ability to set strategy, provide direction, make decisions and plan on perceived effectiveness.

This project focused on restaurant industry analysis, start-up requirements, planning decisions, human resource management and restaurant marketing strategies. A marketing plan has been developed for the purposes of opening Studio Thai in the near future.

Syfte: Med utgångspunkt från Self Determination Theory belysa hur den autonoma och kontrollerade motivationen påverkas hos medarbetare då företag arbetar budgetlöst med avseende på decentralisering, målstyrning och belöningssystem.  Metod: Studien har utgått från ett hermeneutiskt perspektiv där fenomenet som studerats ses vara av socialkonstruktivistisk art. Teori och empiri har arbetats fram iterativt med hjälp av abduktion där grunden för studien har varit i form av en fallstudie med ett kvalitativt angreppssätt genom semistrukturerade intervjuer. Intervjuguiden används som utgångspunkt vid kategoriseringen i empirin vilket analysen baseras på.   Resultat & slutsats: Studien tyder på att decentralisering och målstyrning inom budgetlös styrning främst påverkar den autonoma motivationen. Gällande belöningssystem gav inte studien något entydigt resultat men vissa indikationer på att det fanns en risk för att en kontrollerad motivation skulle kunna uppstå. Förslag till fortsatt forskning: Till vidare forskning inom budgetlös styrning föreslår vi att undersöka belöningssystem ur ett ledningsperspektiv och påverkan på deras motivation samt att undersöka huruvida det finns ett samband mellan principerna bakom en fungerande decentralisering och motivation.   Studiens bidrag: Teoretiskt bidrar studien med att decentralisering och målstyrning påverkar den autonoma motivationen positivt medans belöningssystem kan bidra till att kontrollerad motivation uppstår. Praktiskt bidrag visar att decentralisering och målstyrning ökar möjligheten till eget ansvar och beslutsfattande, detta bör dock företag arbeta mer aktivt med. / Aim: Based on the self-determination theory shed light on how the autonomous and controlled motivation  affects the employees in companies using beyond budgeting regarding to decentralization , management by objectives and reward systems. Method: This study has a hermeneutic perspective with a base of social constructivism. The theory and the empirical material have been approached iteratively with the help of abduction method. The design of the study is a case study with a qualitative approach using semi-structured interviews.The interview guide is used as the basis for categorization of empirical data which the analysis is based upon.   Result & Conclusion: The study suggests that decentralization and management by objectives using beyond budgeting primarily affects the autonomic motivation. Current reward system did not show any unequivocal results but some indications that there was a risk that a controlled motivation could arise.  Suggestions for future research:  For further research in Beyond Budgeting, we propose to investigate the reward system from a management perspective and the impact on their motivation and to investigate whether there is a connection between the principles behind the functioning of decentralization and motivation. Contribution of the thesis: From a theoretical point of view, this study contributes to decentralization and management by objectives primarily affects the autonomous motivation while the reward system may contribute to controlled motivation. Practical contribution shows that decentralization and management by objectives within Beyond Budgeting increases the possibility of personal responsibility and decision-making, this should companies work more actively with.

The problem is that traditional jobs have been office-based, with close supervision. In the Virtual Office (VO) situation managers have a resistance towards the managing of the workforce because they do not know how to manage virtual workers off-site, workers that they cannot see. They feel that managing virtual workers off-site places a huge burden on them. The biggest difference is the shift in management style from direct control to management of results. The biggest challenge for most organisations is to manage the workforce of the VO. The objectives of this research project are to determine how managers can manage a virtual workforce, improve communication and control the workforce. Comprehensive research has been done on the topic VO that includes articles from magazines, newspapers, Internet and textbooks. As sufficient reference resources are not available in South Africa the research was especially based on USA reference resources, due to the reported successful implementation of Virtual Offices in that country. Managers can effective management a virtual workforce by making use of MBO and not by monitoring activities. They can improve communication with the workforce by staying connected and they can control the workforce through feedback and support. This research has proved that the paradigm shift in the corporate world of work, any time, anywhere, in real space or in cyberspace is here to stay. Virtual workers and managers working away from the office is now a reality, and will become more common in the future. Companies who wait for the future to allow the VO to effectively take shape may find themselves at a competitive disadvantage. Now is the time for companies to create the conditions for the VO to emerge. / Business Management / M. Tech. (Business Administration)