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Transition in the form of municipal government is always a complex and challenging task. The process involves serious risks of instability in a municipality's affairs, and this in turn may have adverse consequences for the community as a whole. But at the same time, changes in the form of government and in the personnel responsible for the management of public affairs may hold promise of improvements, which will benefit a city and its citizens. This thesis examines the experience of Denton, Texas, in making a transition from a mayor-commission to a council-manager form of government. T his major governmental change in Denton required several years. The period of transition examined in this study will be from 1955 to the end of 1961.

This thesis deals with the managerial competencies of school teachers and headmasters. It also focuses on finding the common features of such competencies as are shared by the two aforementioned professions and company managers. Its main aim is to find out whether a successful teacher would be equally successful in the position of a headmaster, or whether a company manager can be a successful headmaster without having worked as a teacher. The theoretical part deals with the definition of "management" and managerial functions, the definition of school management, and "classroom management". The personalities of a manager, their qualities, knowledge, skills, the term "leadership" as well as "competencies" are also clarified here. At the end of this part there is an analysis of managerial competencies in the position of a company manager, headmaster, and teacher as well. The practical part analyses the subjective perception of the job duties, required qualities, skills and competencies in teachers, headmasters and managers. The thesis contains a comparative research. Dialogue was used to map such activities as form the daily job duties of the two professions and such competencies as help the respondents to be successful at work. The generalised answers can be found in the tables. They are compared...

Syftet med studien var att undersöka hur enhetschefer i kommunal äldreomsorg hanterar sjukskrivningar bland omsorgspersonal. I studien användes en kvalitativ metod och sammanlagt genomfördes fem intervjuer med yrkesverksamma enhetschefer inom kommunal äldreomsorg. Vi har inspirerats av kritisk teori som analysmetod. Den teoretiska referensramen i studien är handlingsutrymme, handlingsfrihet och klämsits. Studiens resultat visar att sjukskrivningar bland omsorgsarbetare enligt enhetscheferna är ett omfattande problem. Resultatet visar att enhetschefer själva är ett viktigt verktyg i hanteringen av sjukskrivningar. Samtliga enhetschefer är medvetna om den ram som styr deras handlingsutrymme i form av lagar, regler och organisatoriska förutsättningar, men resultatet visar att de hanterar sjukskrivningar på olika sätt. Hur man skall hantera sjukskrivningar är upp till varje enskild enhetschef att avgöra och det kan ibland vara svårt att parera de olika förväntningar som de har på sig själva och sitt uppdrag. Enhetscheferna beskriver bristande stödfunktioner som en orsak till att det blir svårt och menar att de tvingas utveckla egna strategier för att kompensera för dessa. Resultatet visar också att det finns bristande resurser, både i form av tid och av pengar för att kunna möta de juridiska skyldigheter som enhetscheferna har i sitt arbetsgivaransvar. / The purpose of this study was to examine how first line managers in municipal elderly care manage sick leave among care workers. The study uses a qualitative method and five interviews were performed with first line manager professionals in municipal elderly care. We have been inspired by critical theory when analyze the result. The theoretical framework is space of action, freedom of action and conflict of interest. The result of the study shows that according to first line managers sick leave among care workers is an extensive problem. The result shows that first line managers themselves are an important tool while managing sick leave. They are all aware of the framework that controls their space of action and the framework consists of laws, rules and organizational conditions. The result shows that first line managers manage sick leave in different ways. How to manage sick leave is up to each and every one of them and it can sometimes be difficult to parry the different expectations they have on themselves and on their mission. First line managers describe lack of support functions as a reason why it can be difficult and they say that they are forced to develop their own strategies to compensate for these. The result also shows that there is a lack of resources, in both time and money to meet the legal obligations that first line managers have by their employer's' responsibility.

Master of Public Health - MPH / Background: The appointment system learning initiative (ASLI) was introduced in 2016 as a way of implementing appointment systems in the City of Cape Town, in response to lengthy waiting times at PHC facilities It was intended as a safe space for learning, and piloted facility-generated planning in which knowledge was shared in workshops over 18 months. Variability in how well appointment systems had taken root was noted at the second feedback workshop. Currently, there is little information on the experiences, perceptions and roles of managers with regard to the initiative, or what unforeseen issues may have had an impact. Aim: This study aimed to reach an understanding of how the Appointment Systems Learning Initiative approach and its implementation was experienced by participating facility and PPHC managers at City Health facilities in Cape Town. This includes an exploration of the roles and experiences of health managers, including their perceptions of the benefits and challenges of the process. Methods: A qualitative, exploratory design was used. Individual, semi-structured interviews were conducted with a sample of twelve facility managers and two PPHC managers. Manager’s roles were analysed deductively according to Mintzburg’s 2009 framework, while other data analysis was inductive. Ethical clearance was obtained from UWC BMREC prior to commencement. Informed consent was obtained from participants and confidentiality was preserved at all stages of research. Results: Managers viewed the learning experience positively and felt that facility-generated planning was preferable to hierarchical imposition of programmes. They found it motivating to learn how other facilities had solved problems and designed their systems. Contextual changes to the health system affected ASLI by increasing the pace and prescriptiveness of implementation, and impeded the capacity for PPHC managers to offer support. Facility managers fulfilled critical leadership roles according to Mintzberg’s model, but the way in which they carried out roles such as delegation, team building or communicating may have affected implementation. Challenges included issues with human resources, insufficient time available for managing implementation, lack of preparation beforehand, insufficient support and contextual changes. Benefits included shorter working hours for staff, better organisation in facilities, shorter waiting times and improved satisfaction for end-users.

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The lack of nurses and the increasing turnover rate have been the main subjects when looking at the news about the health care sector. The constant lack of nurses can cause a lack of motivation and the nurses are leaving the workplaces, as the stress level rises. Nurses have also been discovered to have an impact on the patient satisfaction, which is why it is important to keep the nurses satisfied in their work. To understand what motivates the nurses and what could be done in order to make the situation better, more research is needed.  Non-financial motivation has been seen as a preferred way of motivating nurses in the hospital environment, which is why this study has a focus on it. Earlier studies have mainly focused on the nurse viewpoint of motivation and to further develop the understanding on the area, the viewpoint of managers is needed to be taken into consideration, to understand the issue more in-depth. To research the subject more, a study was conducted focusing on the emergency room at the University Hospital of Umeå and the nurses and managers working there.  The aim of this study is to understand how the views and preferences regarding non-financial motivation meet between the nurses and managers in the emergency room at the University Hospital of Umeå and which factors are the most preferred. Further, it is of interest to understand how this meeting of thoughts affects the everyday work and the motivation of the nurses. The following research questions was formed to answer the question:  How do nurses and their managers in the emergency room assess non-financial motivation factors?  The study has been conducted using qualitative methods and semi-structured face-to-face interviews. Additional data was gathered through e-mail interviews, as well as over telephone, and a reflective interviewee from another hospital was interviewed to gain more insight on the subject from another viewpoint.  The results from the study highlight the common importance for effective and emotionally intelligent leaders, who listen and have time for the subordinates. Further, work colleagues and the possibility for competence development were seen as commonly important factors to affect to the non-financial motivation of the nurses.  Practical implications from the study provide new data concerning the non-financial preferences and how the viewpoints meet and differ between nurses and managers who work in different roles in the hospital. Furthermore, this study could be of use to help to understand what could be done to better in order to motivate the nurses. Although, as the study is focusing on a specific department, it is important to acknowledge the impact and possible differences between the personnel chemistry and recent position changes.

Le contrôle interne peut être défini comme étant l’ensemble des dispositifs, activités et actions mis en oeuvre au niveau de l’organisation pour influencer les comportements et atteindre des objectifs définis. Dans le domaine bancaire, il occupe une place centrale et se caractérise par une accumulation des exigences prudentielles. En même temps, le contrôle interne relève du dirigeant de l’établissement qui constitue sa pierre angulaire, mais qui pourrait avoir également des objectifs divergents avec le cadre ad hoc.Cette étude porte sur les interactions entre le dirigeant et le contrôle interne. Celles-ci semblent ambiguës du fait, d’une part, de la divergence d’objectifs entre les parties prenantes et, d’autre part, des limites du cadre du contrôle interne. Nous expliquons cette complexité par un contrôle interne à deux dimensions, à savoir une dimension managériale, comme levier permettant au dirigeant d’influencer les comportements des collaborateurs, et une dimension prudentielle, comme contrainte consistant à appliquer les normes prévues. Devant cette dualité, le dirigeant pourrait privilégier la dimension managériale par opportunisme, par un mauvais arbitrage ou une gestion inappropriée.Nonobstant leur importance, les normes prudentielles ne peuvent à elles seules pallier toutes les insuffisances et pourraient même constituer une contrainte pour le dirigeant qui pourrait être confronté à une divergence entre des objectifs individuels, collectifs et prudentiels. Face à l’accumulation des normes, la diversité des parties et les risques inhérents, le cadre du contrôle interne et le rôle du dirigeant gagneraient à être repensés et à évoluer vers un cadre bidimensionnel basé sur une gouvernance saine, l’éthique, des compétences et une répartition responsable des pouvoirs. / Internal control can be defined as being all the plans, activities and actions implemented in the organization to influence behaviours and reach defined objectives. In banking sector, it occupies a central place and is characterized by an accumulation of prudential requirements. At the same time, internal control is the responsibility of the manager of the establishment considered as its foundation, but who could also have divergent objectives with the ad hoc framework.This study concerns the interactions between the manager and the internal control. These seem complex mainly because, on the one hand, of the difference of objectives between the stakeholders and, the other hand, of limits of the internal control framework. This complexity can be explained by an internal control in two dimensions, namely a managerial dimension as lever allowing the manager to influence the employees behaviours, and a prudential dimension as a constraint consisting in applying the planned standards. Regarding this duality, the manager could privilege the managerial dimension by opportunism, a bad arbitration or by an inappropriate way of management.In spite of the importance of prudential standards, these cannot alone solve all the inadequacies and could even constitute a constraint for the manager who could be confronted to a difference between individual, collective and prudential objectives. In front of the accumulation of the standards, the diversity of the parties and the inherent risks, the framework of the internal control and the role of the manager would gain to be redesigned and to evolve towards a two-dimensional framework based on sound governance, ethics, skills and responsible distribution of powers.

This thesis deals with the "trinity" of kindergarten director roles. The aim of work is treated general study supported by professional literature, legal standards, practical experience, crucial documents dealing with the level of education, research in undergraduate dissertations and thesis and requirements with a focus on the role of director of a kindergarten in leadership, management and teaching. The treated study supported by research calls for a reassessment of the existing status and re-evaluation of the various roles while maintaining synergy in their entirety, not just in relation to the threat of quality and effectiveness of each role undertaken, but also in the context of reflection on the possible standardization of kindergarten director, as is already existing abroad. The benefit of this work is part of the research that has been given to the identification of relevant knowledge about the proportion of time that kindergarten directors devote and demand for education, management and leadership and also to determine what benefits would be created by changing the distribution of proportions of time in his three roles - leader, manager and executor.

2 Abstract This thesis submitted focuses on coaching as a style of leading people. The thesis analyzes the fundamental principles and tools of professional coaching which are subsequently interpreted from the perspective of their possible use in managerial practice with all benefits and potential difficulties. Due to its specificity, I deal with the role of the manager-coach as well. Given the focus of the thesis, I first dealt with the definition of coaching as such without any detailed specification, and with its possible use. I used the gained information for defining the managerial coaching in the context of leading people. In the second chapter I concentrated on coach and manager-coach as a person, their characteristics and competence which are necessary for coaching. In the third and fourth chapter I mainly dealt with coaching tools and their use in managerial practice. Finally, the thesis compares the results of an international research with the author's questionnaire survey, from the viewpoint of the use of coaching in organizations in the Czech Republic and world scale. Key words: coaching, leading people, managerial coaching, self-development, coaching techniques, potential.