<p>This study is based on interviews with five directors of educational administration within the Stockholm County. The purpose is to investigate how the directors of educational administrations, in the different municipalities, describe the relationship between the administration and the local school units. Moreover, the aim is also to describe the administration director’s work in relation to the various levels of the administration. To what extent can it be identified as a dimension of the learning organization described in this report.</p><p>The study shows that skepticism is usually directed upwards toward the next level in the organization and that the decision-making right for local schools is consistently safeguarded. The responsibility for development work and competence training is mainly put in the hands of the local school units.</p><p>The work of the directors of administrations concerning the relationship between the different levels in the administrations could only partially be identified as parts of the learning organization described. When compared to that organization it lacked several components. Among other things this concerned the possibilities for different groups in the organization to meet with each other, accessibility of information, a learning focus in evaluations and developing of a vision and understanding of the mission among staff within the administration.</p><p>The discussion is among other things about the growing focus on results from the politicians, and how this affects the role as director of administration. Suggested further research is to carry out the same study from a different perspective, for example from the point of view of politicians, principles or students.</p>

This study is based on interviews with five directors of educational administration within the Stockholm County. The purpose is to investigate how the directors of educational administrations, in the different municipalities, describe the relationship between the administration and the local school units. Moreover, the aim is also to describe the administration director’s work in relation to the various levels of the administration. To what extent can it be identified as a dimension of the learning organization described in this report. The study shows that skepticism is usually directed upwards toward the next level in the organization and that the decision-making right for local schools is consistently safeguarded. The responsibility for development work and competence training is mainly put in the hands of the local school units. The work of the directors of administrations concerning the relationship between the different levels in the administrations could only partially be identified as parts of the learning organization described. When compared to that organization it lacked several components. Among other things this concerned the possibilities for different groups in the organization to meet with each other, accessibility of information, a learning focus in evaluations and developing of a vision and understanding of the mission among staff within the administration. The discussion is among other things about the growing focus on results from the politicians, and how this affects the role as director of administration. Suggested further research is to carry out the same study from a different perspective, for example from the point of view of politicians, principles or students.

Svenska kommuner har genom sina kritiska samhällsfunktioner, närhet till medborgare samt näringsliv en avgörande roll i genomförandet av Agenda 2030. I kommunen Borås Stad finns en politiskt fastställd miljöpolicy som beskriver hur kommunen ska arbeta med miljön och nämner fem hörnpelare som ska genomsyra allt dagligt arbete och beslutsfattande i hela kommunens organisation. Kommunen är uppbyggd av 16 förvaltningar som var och en styrs av en förvaltningschef. Studiens syfte är att undersöka de givna omständigheterna för förvaltningschefer i fem olika förvaltningar inom Borås Stad att implementera kommunens miljöpolicy. Detta genomförs med Lundquists (1992) teori om tre villkor för en lyckad implementering: Att förstå, kunna och vilja. Genom en kvalitativ intervjustudie försöker forskarna kartlägga deltagarnas upplevda möjligheter och hinder med implementeringen. Studien visar att samtliga av de intervjuade förvaltningscheferna upplever både möjligheter och hinder med implementeringen av miljöpolicyn i olika grad. Möjligheter i form av en förståelse för miljöpolicyns syfte, en vilja och motivation att implementera den samt avsaknaden av motstånd. Hinder i form av resursbrist vad gäller framförallt tid, pengar och kunskap om praktisk tillämpning. Studien visar även att samarbete och samordning mellan förvaltningar, kommunala bolag, civilsamhälle och näringsliv skapar bättre förhållanden för att lyckas med implementeringen av miljöpolicyn och i längden Agenda 2030 på lokal nivå. / Swedish municipalities, through their critical societal functions, proximity to citizens and businesses have a crucial role in the implementation of Agenda 2030. In the municipality of Borås, there is a politically decided environmental policy that describes how the municipality should work with the environment and mentions five corner pillars that should permeate all daily work and decision making in the entire municipality's organization. The municipality is made up of 16 administrations, each of which is governed by a public manager. The purpose of the study is to examine the given circumstances for public managers in five different administrations within the municipality of Borås to implement the municipality's environmental policy. This is carried out with Lundquist's (1992) theory of three conditions for a successful implementation: To comprehend, be capable and willing. Through a qualitative interview study the researchers try to map the participants' perceived opportunities and barriers for implementation. The study shows that all of the interviewed public managers experience both opportunities and barriers with the implementation of the environmental policy to varying degrees. Opportunities in the shape of an understanding for the purpose of environmental policy, a willingness and motivation to implement it and the lack of resistance. Barriers in the shape of a lack of resources, especially in terms of time, capital and knowledge of practical application. The study also shows that collaboration and coordination between administrations, municipal companies, civil society and business creates better conditions for successful implementation of the environmental policy and in the long run Agenda 2030 on a local level.

The desire for many people today is to be professional, and many occupations seek professional status. The idea of a profession has a higher status than a mere occupation; professionals have lot of knowledge and power to decide about their own work and they can also voice opinions about others. Occupations are driven towards attaining professional status. This process is not driven by single individuals aiming to exercise power in relation to other individuals. It is a collective, national process by an occupation. The overall aim of this dissertation is to examine, describe and analyze the process of professionalization of local public managers. There are four researchtopics: a) What are the characteristics of a professional group, and do these apply to local public managers? b) How is municipal organization portrayed with regard to the roles of politicians and administrators? c) How do politicians,managers, and public servants view themselves and each other in a normative and descriptive way? d) In what ways are managers trying to increase their influence to reach a position from which it is possible to choose to follow, or notfollow, a political decision? The methods used in this research are several; a deep case study in which surveys, observations, document studies and interviews are conducted. As theoretical framework theories of power, professionalization and discourse are used to analyze the empirical material from the case study.The results show top managers’ ongoing quest for professional status. They exclude other groups in order to handle their work without interference from others – discretion, the driving force behind professionalization. Usurpation is a strategy to get into the area of the politicians. Politicians are talked of as children in need for raise and a municipality is perceived as a private business enterprise. In this discourse values such as effectiveness, customer satisfaction, competition and value-for-money are important. The municipality is heavily inspired by thei deas of New Public Management. This development is quite problematic withregard to democracy. The democratic values such as public ethics, political democracyand the rule of law – the public ethos - are not spoken of. My hope is that this dissertation can prompt managers to reflect, since I have tried to see their work from a different perspective than what they most probably use.