Högskolan Kristianstad har gamla anor med utbildningar från mitten av 1800-talet men grundades först 1977 i sin nuvarande form. De sista 4-5 åren har högskolan haft planer på att göra en omstrukturering. Förändringsarbetet tog fart förra året och vi blev intresserade av att skriva om de förändringar som pågick. Syftet med uppsatsen var att analysera förändringsprocessen vid Högskolan Kristianstad, samt undersöka hur de anställda påverkades av den. Vi valde att göra intervjuer med de anställda för att få inblick om hur de upplever sin situation. Våra frågeställningar var: Vad var de anställdas syn på omorganisationen? Vad har de anställdas förväntningar varit under processens gång?  Vad har de anställdas farhågor varit under processens gång och vilka motstånd har uppkommit från de anställda under processens gång? Våra slutsatser är bland annat att en förändring är nödvändig på Högskolan Kristianstad, att skolan behöver en stark och tydlig ledning, att det hade varit bra om ledningen hade ett bredare underlag om förändringar i en akademisk miljö. Eftersom det redan finns en färdig plan för hur Högskolan Kristianstad ska se ut år 2012 så är det extra viktigt att ledningen drar lärdom av det förändringsarbete som nu pågår.

<p>The Norwegian public sector, in particular local Councils as the principal supplier of welfare services, face great challenges in the coming years. Expectations and demands upon public services are increasing in proportion with the increase in private wealth. Among the consequences are higher demands on the distribution of welfare services, and the need for a more effective use of resources.</p><p>Inspired by New Public Management theories, Norwegian local Councils have made considerable changes in management over the last 10-20 years. To meet the demands for increased activity, public sector has undergone a transition towards a less hierarchal organisational structure, their delegation to appropriate performance units has increased, and systems to monitor aims and results have been introduced. With respect to the latter, it has become crucial that data concerning resource utilisation and economy are made easily available and can be related to management issues.</p><p>In 2001 the national government introduced the so-called KOSTRA public reporting system (Kommune-ST-at-Rapportering) The overall aim of KOSTRA is to produce relevant, reliable, current and comparable management information. In addition, the KOSTRA reporting system will provide an improved database as an aid to service provision, as well as providing a foundation for improved Council management.</p><p>Our aim with this assignment has been to take a closer look at KOSTRA as a suitable tool for resource management within local Councils, and to see whether Councils do in fact use it actively in their own administrational priorities and activities. We have illustrated this by taking a closer look at possible connections between active use of KOSTRA and the Councils` economic situation, priorities and effectiveness.</p><p>We have found no grounds in our studies to indicate that there is any difference in the allocation of priorities between those local Councils using KOSTRA in management-related activities and those who do not. On the other hand, we have discovered links between active use of KOSTRA and the Councils`economic situation.</p><p>This connection is very interesting. It is the Councils under financial stress which appear to be using KOSTRA actively.</p><p>Our major conclusion is that KOSTRA alone does not produce all necessary and relevant management information. KOSTRA is more applicable when seen in context with the complexity of public sector, and with a firm knowledge of the system's underlying indicators.</p>

<p>As more and more local governments begin to understand that the great promises of e-service delivery are harder than expected to realize, efficient use of ICT-resources have become increasingly important. Since simply providing more e-services is not the solution, the need to understand what constitutes a suitable e-service has arisen. Public services reach beyond the market domain; therefore, the complexities of public value must be dealt with when services are appraised. Furthermore, due to the heterogeneous nature of local government services it is impossible to evaluate all the options in depth; thus, there is a clear need for early-stage appraisal. However, existing methods of appraisal are burdened by intricacy, and associated with high costs. In response, this paper presents a model capable of reducing this intricacy. The model was developed through a participatory design process involving members on both operational and strategic level in the municipality of Skellefteå. The model implements state of the art into the workspace context while taking measures to reduce intricacy such as: incremental filtering, moving high intricacy elements to the end of the process, and exploitation of available data. As a result the organization is enabled to capture not only the low hanging fruit, but also the long tail of services. Furthermore, the improved understanding of e-service delivery has the potential to open up opportunities for new ways of business development and private-public partnerships. Finally, whereas the model presented is highly context-dependent, the implications outlined in this paper are not limited to this narrow scope.</p> / Models for Strategic Business Development in Public Service

The Norwegian public sector, in particular local Councils as the principal supplier of welfare services, face great challenges in the coming years. Expectations and demands upon public services are increasing in proportion with the increase in private wealth. Among the consequences are higher demands on the distribution of welfare services, and the need for a more effective use of resources. Inspired by New Public Management theories, Norwegian local Councils have made considerable changes in management over the last 10-20 years. To meet the demands for increased activity, public sector has undergone a transition towards a less hierarchal organisational structure, their delegation to appropriate performance units has increased, and systems to monitor aims and results have been introduced. With respect to the latter, it has become crucial that data concerning resource utilisation and economy are made easily available and can be related to management issues. In 2001 the national government introduced the so-called KOSTRA public reporting system (Kommune-ST-at-Rapportering) The overall aim of KOSTRA is to produce relevant, reliable, current and comparable management information. In addition, the KOSTRA reporting system will provide an improved database as an aid to service provision, as well as providing a foundation for improved Council management. Our aim with this assignment has been to take a closer look at KOSTRA as a suitable tool for resource management within local Councils, and to see whether Councils do in fact use it actively in their own administrational priorities and activities. We have illustrated this by taking a closer look at possible connections between active use of KOSTRA and the Councils` economic situation, priorities and effectiveness. We have found no grounds in our studies to indicate that there is any difference in the allocation of priorities between those local Councils using KOSTRA in management-related activities and those who do not. On the other hand, we have discovered links between active use of KOSTRA and the Councils`economic situation. This connection is very interesting. It is the Councils under financial stress which appear to be using KOSTRA actively. Our major conclusion is that KOSTRA alone does not produce all necessary and relevant management information. KOSTRA is more applicable when seen in context with the complexity of public sector, and with a firm knowledge of the system's underlying indicators.

<p>Syftet med detta arbete är att försöka ta reda på vilka egenskaper som framtidens ledare kommer att behöva inom den kommunala sektorn, men också om det finns eventuella förutsättningar som måste förändras för framtidens ledare. Tio intervjuer genomfördes med personer på ledande positioner inom fyra kommuner i Mellansverige. Utifrån detta sammanställdes intervjumaterialet, och ur detta framkom tre övergripande huvudområden organisation, egenskaper och framtid som sen utmynnade i ett antal ledord. Mot dessa tolkades teorier i ett försök att koppla de till det framtida ledarskapet. Slutsatsen är att det inte finns bara en teori att förhålla sig till, utan det gäller att kunna hantera kontexten och förutsättningarna, och utifrån den kunna anpassa sig. Ett transformativt synsätt kring ledarskap kan vara ett sätt att lyckas i framtiden.</p>

<p>This thesis presents an implementation study on the handling of electronic identification in three public authorities in Sweden. Electronic identification is a complex but very topical policy domain, largely tied to the general policy aspirations of e-government development. Theories on policy action, logic of appropriateness, garbage cans, and the dialectics of institutions and technology are used. The result highlights that the policy process of electronic identification in the three studied authorities could not be adequately explained from a traditional policy-implementation dichotomy. The action imperative to develop e-services is very strong and explains why and how electronic identification has been developed within the three authorities. The three authorities have very different institutional capacity to implement e-services with electronic identification. The available technology on electronic identification is inscribed with certain logics of appropriateness, that doesn’t sit equally easy with the administrative logics of appropriateness in all three authorities.</p>

<p>The new Welfare Reform in Norway consists of the establishment of a new welfare office; NAV office. The NAV office will open in all municipalities within 2010 as local partnerships between the state and the municipals as equal partners. The central government will keep responsibility for the national services and the local governments will keep responsibility for the locally provided welfare services. As such the NAV office will consist of two separate public servcelines, with the accountabilities for their individual services intact. The Government wished to keep the separation between the national and local governmental services but needed to ensure the provision of a more holistic, integrated and effective service delivery, more in tune with the public need. The aim was to provide a more joined-up welfare service and to put more effect behind the efforts to achieve the reform goals: increased work participation, more user-friendly services and more effective public administration. The NAV office as such becomes a local one-stop-shop.</p><p>The challenge of this partnership is that two separate, traditionally hierarchic public structures embark on a partnership venture where the more relational and both vertical and horizontal communicational skills are required, true to the spirit of the joined-up government model. Our aim with this study was to investigate how a few early onset NAV offices cope with this partnership stunt. We particularly wished to examine how the partners establish and use the important vertical and horizontal dimensions, and how the partnership manager operate to facilitate the partnership activities.</p><p>We mean that the focus of 4 partnership actors rather than two governmental partners is more correct with respect to depicting the situation in the local NAV partnerships and how the central partnership managerial duties are shared. We have developed a new model of how they divide the partnership responsibilities between them and the operations of an emergent essential partnership driving force. We have also due to the nature of the NAV partnership actors and the way they operate in the partnership, developed a new partnership model. This dialogue model is a more accurate picture of the NAV partnership than the original partnership model.</p><p>The early attempts to provide integrated services has not reached the potential we have hoped for, partially due to the allowance of the two partners to continue service production in the old way while the reform structure and following administrative challenges are ironed out. We believe that an understanding of the particularities of partnership management and the adherence of the relational qualities to the partnership structure is a prerequisite in successfully managing the NAV partnership and thus the reform goals. This needs to be the imminent focus of the reform participants.</p>

<p>The growth of private motor vehicle grows rapidly each year have negative impact not only forthe extra contribution of air pollution but also to time wasting. That impact can lead todecreasing of people quality life. Public transportation is one of the solutions for the problem.Therefore, the shift from private motor vehicle user to public transportation, in other wordincreasing market share of public transportation, is necessary. One of the public transportationthat can attract more market share is railways. It has large capacity, high safety level, and freefrom traffic jam. Those characteristic makes railway as primary public transportation.Indonesian railways nowadays have lot of problems and receive many complaints from thepassenger. Train travel is still colored with the delay, limited well-condition vehicle, and uncleartrain travel information that often disadvantage passengers, and many of services offered werefailed to attract passengers. These conditions result in decreasing quality of services andinsufficient railways operation. This will be a barrier to Indonesian railways accomplishment inmaking it to be a reliable and sustainable transport mode. Therefore, to improve market shareand to improve the railway condition, it necessary to have contractual governance withstandard that can lead to costumer satisfaction and making the process improve therelationship between the stakeholders. This lead to the problem of what is the customersatisfaction factors in using railway as their transport, what service quality item that satisfiedthe passenger, and how contract can maintain the relationship between the stakeholders.Finding in this thesis consist of several point. First, from the customer satisfaction index, thecustomers of Jabodetabek commuter train are not satisfied with the service. Second, theanalysis discovered that there are four factors that have high correlation with overallsatisfaction. The four factors are equipment and facility, assurance, competency, and traveltime and appearance. The attributes is grouping into five SERVQUAL dimension. Fromregression analysis of SERVQUAL dimensions there are two service items that influence thecustomer satisfaction; assurances and tangibles. Third, from gap analysis there are gaps inservice process that need to be closed in order to deliver service quality which lead tocustomer satisfaction in railway operational. Fourth, from contract analysis can be concludedthat present condition PT.KAI as the operator cannot perform as it is stated in contract. Thiscan be influenced by many factors such as; the lack of infrastructure, the lack of vehicle,customer misbehavior, staff misbehavior and external factors. In delivering service qualitywhich can lead to customer satisfaction, it is recommended to improve the service that relatedto assurances and tangible items and to involves passengers in controlling and improvingrailway operational. The result expected from the improvement is the increase of overallperformance of railway operation which can lead to the increase customer satisfaction andmarket share. From side of contractual governance, the research discovered that there areproblem in contract clausal and relationship between DGR, PT. KAI and people as customer ofrailway service. The recommendation is to include customer complains in setting contractclausal that can make DGR, PT. KAI and people as customer in mutualism developingrelationship.</p>

<p>Den här uppsatsen har syftat till att redogöra vilka teorier som presenteras i studielitteraturen för direkt ledarskap i Försvarsmakten och U.S. Army. Uppsatsen har vidare syftat till att redogöra för skillnader och likheter i hur dessa teorier presenteras. Slutligen har syftet varit att visa hur detta påverkar ledare och soldater i praktiken.</p><p>För att genomföra arbetet har litteraturstudier med kvalitativ metod använts. För att visa på ovan nämnda likheter och skillnader har komparation använts.</p><p>Först har fem mätpunkter ställts upp och redogjorts för. Därefter har dessa jämförts och ett resultat har påvisats.</p><p>Resultatet som påvisats är att den jämförda litteraturen har samma ambition med vilken ledarstil som förespråkas samt hur denna beskrivs. Emellertid skiljer sig böckerna åt på ett flertal punkter såsom språkbruk, pedagogisk utformning, vetenskaplighet och användarvänlighet.</p><p>Vidare har konstaterats att ovanstående skillnader troligen påverkar hur ledaren tänker och agerar kring sitt ledarskap vilket förmodligen också påverkar underställda. </p> / <p>The purpose of this study is firstly, to describe the differences and similarities between theories presented in literature on leadership used by the Swedish Armed Forces and the U.S. Army. Secondly, to describe differences and similarities regarding how those theories have been presented in the literature. The final purpose is to find out how this can affect leaders and soldiers in real life.</p><p>To achieve the purposes described above, both a Swedish and an American book have been studied and then compared.</p><p>The comparison is based on five criteria which have been described and then compared and then conclusions have been drawn.</p><p>The result of this study shows that both the Swedish and the American literature focus on Transformational Leadership Style. This style is described in the same way in both books. However differences have been found between the books, which are the use of language, a pedagogical design, a scientific starting point and a user friendliness.</p><p>Finally, the result of the study indicates that the differences mentioned above affect the way a leader acts and looks upon his/her leadership (style) which in its turn influences the relationship between a leader and his/her subordinates.</p>

Syftet med detta arbete är att försöka ta reda på vilka egenskaper som framtidens ledare kommer att behöva inom den kommunala sektorn, men också om det finns eventuella förutsättningar som måste förändras för framtidens ledare. Tio intervjuer genomfördes med personer på ledande positioner inom fyra kommuner i Mellansverige. Utifrån detta sammanställdes intervjumaterialet, och ur detta framkom tre övergripande huvudområden organisation, egenskaper och framtid som sen utmynnade i ett antal ledord. Mot dessa tolkades teorier i ett försök att koppla de till det framtida ledarskapet. Slutsatsen är att det inte finns bara en teori att förhålla sig till, utan det gäller att kunna hantera kontexten och förutsättningarna, och utifrån den kunna anpassa sig. Ett transformativt synsätt kring ledarskap kan vara ett sätt att lyckas i framtiden.