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The purpose of this study is to describe and analyse how school and social service in the city of Malmö cooperate regarding children at risk and what they do in order to meet their needs. We also aim to explore the view and knowledge of the personnel and their experience of the guardians’ impact during collaboration. The empirical data was collected by personal interviews with personnel from the school and social service. The results have been analysed from a theory of organizational culture and symbolic interaction.The study shows that the organizations have various forms of cooperation, whereof the majority occur in individual cases, and that preventative work is not a priority due to reorganisations and changes in society. One of the central aspects regarding collaboration is intervention in an early stage to meet the childrens needs. We question if this could be done if preventative work would be a low priority. Both parties experiencing frustration from the personnel of the other organization, which mainly occurs from lack of trust and knowledge about the working situation of the other. The personnel from school and social service consider themselves to have an understanding for the personnel of the other organization. However, this is not a comprehension, which the personnel are experiencing from the personnel of the other organization. The view of the personnel between school and social service differs, which could be explained by “language differences” seen from a perspective of symbolic interaction. The differences might decrease and result in a better understanding between the parties if preventative work were to be prioritized for creating networks and strengthen their relations. The results also show that the guardians have a significant impact concerning the organizations to be able to cooperate in individual cases. This is because the confidentiality needs to be removed in order to enable cooperation between the parties. One conclusion based on the results is that visions and guidelines are not conformed in what is possible to integrate in the daily practical work of the personnel. Furthermore, several political decisions have to be made in order to give the personnel in school and social service adequate conditions for cooperation.

Jordan has strived to manage a large-scale anti-corruption initiative for the public sector since 2006. Despite the implementation of laws and bodies mandated to address corruption, public trust of government remains low and the country’s position on international corruption rankings has not improved. This study seeks to investigate how the implementation of a large-scale anti-corruption initiative impacts the organizational culture of the country’s public sector. It proposes that wasta, a unique Arab phenomenon that promotes the values of loyalty, represents the most significant barrier to penetrating what is essentially a normalized culture of corruption in the Government of Jordan. The organizational culture theory model was adopted as the theoretical framework because of its ability to account for differences in culture where promoted values do not necessarily correspond with employee actions. Because literature in this area is rare, a qualitative exploratory methodology was chosen. Based on data saturation, a total of 19 semi-structured interviews were conducted on-site in Jordan with mid-level managers identified using snowball sampling. The results prove the theoretical proposal to be accurate and show that wasta has evolved to the deepest level of organizational culture. The results are sub-divided into two major themes: culture and leadership. The results show that wasta is a deeply held and engrained part of organizational culture and that it is difficult for anti-corruption efforts to change this culture in the Jordanian public sector. The thesis also demonstrate how leadership can be both something negative or something positive in the fight against wasta depending on how it is used.. The findings carry implications for public administration, foreign policy, and society as a whole especially with regard to the development of more effective anti-corruption strategies in Jordan and abroad. The specific contribution to knowledge of this thesis is the examination of how organizational cultural reforms impact public-sector organizations in the Middle Eastern context given the influence of wasta, which is not discussed in the literature but remains important for the field. Future research should consider the views of a wider variety of stakeholders, as well as the impact of wasta on organizational characteristics including performance and delivery of public services.

No description available.

High turnover of child welfare workers is a problem to the children and families that receive services and the child welfare organizations that lose their staff. For children and their families, turnover of their assigned worker may interrupt their ability to achieve their permanency goals. Child welfare organizations encounter high costs for hiring staff due to the turnover and the staff that remain suffer with higher caseloads and not being able to provide the quality of services that they should be able to offer. The purpose of this phenomenological study was to understand the lived experiences of child welfare workers who remained with the same employer for 3 years or more. The conceptual framework consisted of 2 theories: organizational climate and organizational culture theory. Two focus groups, consisting of 3 participants from an urban community and 5 participants from a rural community, were used. A snowball sampling method was used to obtain the sample. A content analysis was conducted to discover major and minor themes. This study revealed that 5 factors contribute toward retention: a) caseload size; b) educational background and training; c) recruitment, screening, and selection; d) supervisory support; and e) peer support were supported by all 8 participants. In addition, a new factor of self-care emerged as a result of this study. While all the child welfare workers experienced all the factors that could have resulted in their turnover, due to implementation of self-care techniques they ended up remaining from 3 years to 13 years. Exploring self-care as an answer toward retention is worth exploring and can contribute toward social change in the field of child welfare.