The UK NHS which is the largest organisation in Europe provides high quality healthcare free at the point of delivery to all its citizens. NHS managers play an instrumental role within it as they are expected to implement the various government led reforms designed to make the NHS an increasingly efficient, effective and accountable organisation. This study is concerned with examining the NHS managerial culture in the context of the various challenges and tensions facing the 21st century NHS managers. The study explores the NHS managers' core values with a view to investigating the relative strength of the managers' commitment towards altruistic based values befitting the NHS ethos. Furthermore given that it is widely recognised that the NHS managers believe the public hold a generally negative view of them, this study also develops an understanding of the implications of the NHS managers' negative perceived public image for their self and work identity. The importance of how managers perceive their self and work identity and how they believe they are perceived by others has implications for their work performance, organisational commitment and satisfaction. Through a qualitative based research design the study draws upon semi-structured interviews with twenty healthcare managers working in the public and private sectors within London and explores their views, perceptions and experiences in relation to the above issues. The interviewees consisted of healthcare managers working in an Acute Care NHS Trust and for comparative reasons also included managers who worked in a large private sector hospital. The comparative interviews were useful in determining the extent to which the key issues central to this study were unique to the NHS managerial culture or whether they were equally pertinent to the wider healthcare managerial sector. The main theoretical framework underpinning this study is derived from and is relevant to Organisation Culture, New Institutional Theory, Self and Work Identity Theory and Corporate Social Responsibility. These relatively disparate fields of study are drawn upon in an integrated manner to explore and discuss the findings as they prove useful in developing a more holistic and deeper understanding of the key issues central to this study. The study findings demonstrate that the majority of NHS managers had actively sought the opportunity to work in a caring based profession such as the NHS because it was underpinned by altruistic based values thereby demonstrating a high level of commitment to these values. Unlike the private healthcare managers, all the NHS managers interviewed reported that they believed the public viewed them negatively and for many of the NHS managers this caused tensions in relation to their self and work identity. Half of the NHS managers, regardless of whether they came from clinical or non-clinical backgrounds, reported emotions of demoralisation, frustration, irritation and anger as a result of this negative perceived public image. These findings provide unique and hitherto unexplored insights into the challenges and tensions facing NHS managers. Possible mitigating strategies and potential policy implications are explored in this thesis.

Dans le contexte de la globalisation croissante, les entreprises multinationales qui s’implantent à l’étranger ont un véritable défi à relever à l’heure actuelle et pour les années à venir : comment attirer et retenir des talents dans le cadre d’une compétition mondiale. L’enjeu est particulièrement fort en Chine dans un contexte de croissance rapide et de pénurie de talents. Le taux de turn-over au sein des entreprises multinationales en Chine est très élevé. Une mobilité fréquente des jeunes talents, au particulier les jeunes cadres qui circulent entre les entreprises étrangères est une vraie menace managériale. L’objectif de cette recherche est déterminer les meilleures pratiques de GRH et, tout particulièrement, de management des compétences qui permettent d’améliorer la fidélisation des jeunes cadres des multinationales. La fidélité se traduit par une faible intention de départ et une forte implication organisationnelle. Notre question de recherche est donc : Quels sont les facteurs qui influencent l’intention de départ des jeunes talents d’une part et leur implication organisationnelle d’autre part ? / In the context of increasing globalization, multinational companies set up abroad have a real challenge at present and for the near future: how to attract and retain talent in a global competition. This is particularly crucial issue in China, in a context of rapid growth and of talent shortage. The rate of turnover in multinational companies in China is very high. The frequent mobility of young cadres moving between foreign companies is a real managerial threat. The objective of this research is to determine the best HRM practices, and especially, the practices of management skills that improve the loyalty of senior executives of multinational companies. The loyalty is translated by a low intention to depart and a strong organizational implication. Therefore, our research question is: What are the factors that influence on the one hand, the intention to depart of the young talents, and the organizational implication on the other?

Term paper of master degree contains 123 pages, 21 pictures, 12 tables, 58 references, 4 appendixes, in Lithuanian language. KEY WORDS: conflicts, management, organization, manager, employee, causes of conflicts, competitiveness, factors of competitiveness, solution of conflicts, reduction of conflicts, management style, organizational culture, managerial culture. Purpose of the work – to explore the essence of conflicts, causes and outcomes of their emergence, and to prepare a framework of conflicts reduction measures that improves competitiveness of the company. Research object – trading companies. Research subject – conflicts in trading companies and their effect on companies’ competitiveness. Research tasks: 1. To analyze concept and essence of conflicts and their emergence causes and outcomes after evaluation of attitudes of different authors with this respect; 2. To analyze theoretical aspects of competitiveness and its factors; 3. To prepare methodology for investigation of conflicts and competitiveness interaction; 4. To explore causes and outcomes of conflicts emergence in investigated companies; 5. To analyze interaction of conflict causes and competitiveness and to provide framework of conflicts reduction measures. Hypothesis – reduction of conflicts has a positive effect on company’s framework of conflicts reduction measures. Research methods – logical comparative analysis and synthesis of scientific literature sources, questionnaire interview of employees... [to full text]