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11	Ansvarstagande i offentlig sektor : Hantera krav genom införandet av mellanchefer / Accountability in the public sector : Managing demands by introducing middle managers Lundh, Fanny, Jägsell, Magdalena January 2017 (has links) Krav på ansvarstagande för offentliga chefer har ökat under de senaste åren, och detta har i sin tur lett till ökat krav på offentliga chefer som dessutom får ta allt mer ansvar. De behöver också lägga ner allt mer av sin arbetstid på att arbeta med just ansvar. Dessa ökade krav är dock inte jämnt fördelade över organisationens chefer. Därför har ansvaret blivit stort för de chefer som ansvarstagandet faller på. Syftet med denna studie är att bidra till en ökad förståelse för ansvarstagande i offentlig sektor. Genom att i praktiken undersöka hur offentliga chefer utkrävs på ansvarstagande samt hur en offentliga organisation internt hanterar krav på ansvarstagande hoppas vi kunna bidra till en ökad förståelse kring begreppet ansvarstagande. Utifrån vårt syfte är två forskningsfrågor formulerade för att med hjälp av dessa kunna besvara syftet med studien.Studien som genomförts är kvalitativ med en abduktiv ansats. Till studien har det tillämpats ett hermeneutiskt synsätt för att kunna förstå och tolka det insamlade empiriska materialet. Det empiriska materialet har samlats in genom semistrukturerade intervjuer som genomfördes med nio respondenter vid en enhet vid Jönköpings kommun. Vi har intervjuat en högre chef, fyra enhetschefer och fyra mellanchefer som arbetar vid samma enhet. Detta för att med hjälp av respondenternas svar kunna fastställa hur en offentlig organisation och dess chefer utkrävs på ansvarstagande och internt hanterar krav på ansvarstagande.Den insamlade empirin har sedan satts i relation till den vetenskapliga litteratur som vi använt oss av i den teoretiska referensramen. Den teoretiska referensramen har utvecklats med hjälp av tidigare litteratur och behandlar tre huvudområden vilka är styrning i offentlig sektor, att förstå ansvarstagande och mellanchefer. Denna teori har sedan använts för att problematisera och analysera det empiriska materialet. Detta har i sin tur mynnat ut i slutsatserna för studien.I studien framkommer det att de undersökta cheferna kopplar begreppet ansvarstagande till ansvar och därigenom även till deras arbetsbeskrivningar. Cheferna utkrävs på så sätt på ansvarstagande genom de olika ansvarsförhållandena som kräver att de utför vissa arbetsuppgifter och sköter vissa ansvarsområden och därmed genomsyrar ansvarstagandet deras arbete. Trots de hinder som kan uppkomma för mellanchefer fungerar mellancheferna i denna organisation som en avlastning för enhetscheferna och underlättar därmed kravet på ansvarstagande som ligger på enhetscheferna. / Demands of accountability for public managers have increased in recent years which have resulted in increased demands on public managers, who must take more responsibility. Therefore, they must devote more of their working hours to work with responsibility. However, these increasing demands are not evenly distributed among the organization’s managers. Thereby the responsibility has become heavy for the mangers who deal with accountability. The purpose with this thesis is to generate knowledge about accountability in public sector. By examining how public managers are pressed for accountability and how an organization internally manage demands of accountability, we hope to contribute to an increased understanding around the concept of accountability. Two research questions are formulated to help us answer the purpose with the thesis.The study is conducted by means of qualitative method where we apply an abductive approach. It has applied a hermeneutical perspective to interpret and understand the collected empirical material. The empirical material has been collected through semi-structured interviews with nine respondents at a unit at Jönköpings kommun. We have been interviewing a senior manager, four unit mangers, and four middle managers who work within the same unit. With help from the respondents answers we would like to determine how public managers are pressed for accountability and how an organization internally handle demands of accountability.The collected data has been related to the academic literature which we used in the theoretical framework. The theoretical framework has been developed by using former literature and discusses three major topics, which are public sector governance, understanding accountability and middle managers. This theory has then been used to problematize and analyze the empirical material. All the above have led to the conclusions of this study.In this study, it appears that the examined mangers connect the concept accountability to responsibility and therefore to their job descriptions. The managers are pressed for accountability through their accountability relationships which demand that they perform their working tasks and manage their responsibilities, and thereby accountability permeates their work. Despite the obstacles that can appear for middle managers the middle managers in this organization work as a relief for the unit managers and thereby they ease the demand of accountability, which are lying on the unit managers.This thesis is written in Swedish. Accountability public accountability public sector governance public sector public managers middle managers unit managers New Public Management Ansvarstagande offentligt ansvarstagande offentlig styrning offentlig sektor offentliga chefer mellanchefer enhetschefer New Public Management Business Administration Företagsekonomi
12	The "Equalizer" Administration: Managerial Strategies in the Public Sector Cavalcanti, Bianor Scelza 08 April 2005 (has links) The purpose of this dissertation is to understand the managerial "action" of public administrators in the management of their organizations within the Brazilian context. The research seeks to understand the relationships between managers and formal management mechanisms by exploring the complementary nature of the effective managerial action in the face of structural deficiencies and flaws, considering the possibility of overcoming the structuralism-subjectivism dichotomy present in the construction of the Theory of Organizations. Initially, the study provides a review of the literature on organizational design. It highlights the "goodness of fit" proposition on strategic choice issues concerning the main organizational variables design and organizational goal attainment. It also calls special attention to the emerging interest of designing theorists on interpretivist approaches to the matter, such that of Karl Weick. A review of the the administrative reforms in Brazil is made from the perspective of the main stream organizational design conceptual framework. It highlights the complex dynamics of a constant search for differentiation and flexibilization subject to patterns of advances and reversals, due to the centrality, strength and pervasiveness of the bureaucratic model. It is concluded that in no single given moment, a public manager and his team, may count on a formal organizational design which attends the"congruency" criteria, devised by organizational design conceptual frameworks, to explain organizational results in different environmental sets. Although this conclusion may explain failure at the public sector, it can not provide understanding on the many instances of significative success attained by government operations in spite of inadequate formal administrative structures. This point calls for a better understanding from the interpretivist approach, on how public administrators, strongly associated with good organizational results, engage into transformative action, in order to superate administrative structures flaws and dysfunctional cultural patterns of conduct, structurally present and constantly reproduced, in vigorous developing countries, such as Brazil. The dissertation transcribes the testimony of four outstanding public administrators, doing a deep incursion in the managerial real world of public administration, as subjectively defined by them and transformed by their engagement into action.Through the thematic version of the Oral History methodology, full segments of the complete interviews are categorized into the thirty two managerial strategies captured which are presented on a recategorized manner under eight main strategies: (1) Interchanging Frames of Reference; (2) Exploring the Formal Limits; (3) Playing the Bureaucracy Game; (4) Inducing the Inclusion of Others (5)Promoting Internal Cohesion; (6) Creating Shields against Transgressions; (7) Overcoming Internal Restrictions; (8) Letting the Structures Blossom. Each one of these eight blocks of strategies presented, deserves further reflexive interpretation by the author, on the light of the interpretivist approach to organizational design. A final effort is made, now on theory building, for improving understanding on the matter. In order to find a significant meaning underlining all the strategies extracted from the "practical consciousness" of the interviewers as revealed in their report, the author resort to a metaphor. This metaphor helps to: (1) better describe and understand a not adequately treated phenomenon, namely, good results under inadequate structural social and organizational conditions; (2) reveal the logic and the meaning underlining all the strategies adopted to generate results under these unfaithful conditions; (3) name, accordingly to the nature of the managerial transformative social action involved, an open ended class of managerial interventions of a pragmatic sort driven by an ethics of results much common to good managers, that is, the concept of "managerial equalization"; and (4) give back to public administrators, represented by the interviewees, to be incorporated in their "discursive consciousness", something the most effective and experienced public managers already have as tacit knowledge built in their "practical consciousness", and so, help the education and development of new talents. / Ph. D. equalizer manager equalizing management unfaithfull structural conditions metaphor discursive cousciousness discourse practical cosciousness tacit knowledge agency intentionality ethics empirical bases improvising equalizing theory building meaning agent desining patrimonialism reflexive interpretation organizing inclusion cohesion transgression corruption clientelism nepotism cognitive maps deponents frames of reference transformative action explanation understanding oral history flexbilization decentralization uniformity conceptual frameworks organizational change goodness of fit organizational results organizational performance differentiation uncertainty Brazil develloping countries administrative reform bureaucratic model centralization organizational design organizational theory interpretivist approach subjectivism funcionalism paradigms cultural patterns reproduction structural flaws public manager public administrator formal management mechanisms Action managerial action public administration and management public sector public policy public programs

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Ansvarstagande i offentlig sektor : Hantera krav genom införandet av mellanchefer / Accountability in the public sector : Managing demands by introducing middle managers

The "Equalizer" Administration: Managerial Strategies in the Public Sector