<p>Abstract: A public service sector in constant reformation is a common phenomenon in Sweden. This also includes the municipal care organisations. A central role in those reformations has the public middle chief who often is the one to implemented reforms to the organiza-tion's staff.</p><p>This study is examining the role of the public middle manager in care organisations dur-ing the implementation of common ideologies value foundation in a present organisa-tion's reform. The study tries to elucidate in which way the public middle managers in municipal care organisations experience their roles, which expectations the management of the organisation has on their roles and how a present organisation changes inflict on the contents of the role. If the middle manager in a municipal care organisation feels like normative for the personal group is another aspect.</p><p>There are four concepts used as theoretic framework in the study, organization, imple-mentation and public middle managers in a general aspect and the middle manager in a municipal care organisation in a specific aspect. The study is a case study of the munici-pal Y care organisation. It also contains observations on the middle managers and their staff's interaction during implantation of common value foundation. The procedure of this analyse is built on an abductive interpretation of collected data.</p><p>In this study, it emerges that the administration of the organisation thinks a leadership from a competence perspective is important and that the leader should dare to lead. The organization's middle manager strives for a democratic leadership, which is the ground in a communication perspective. It is vague and difficult to define which the experiences of the common value foundation are by members of the organisations. Therefore, many municipal middle managers in the organisation feel that they have to interpret the value foundation on their own. However, they also experience a difference among their staff when they talk about their work during and after the implementation of common value foundation.</p>

Abstract: A public service sector in constant reformation is a common phenomenon in Sweden. This also includes the municipal care organisations. A central role in those reformations has the public middle chief who often is the one to implemented reforms to the organiza-tion's staff. This study is examining the role of the public middle manager in care organisations dur-ing the implementation of common ideologies value foundation in a present organisa-tion's reform. The study tries to elucidate in which way the public middle managers in municipal care organisations experience their roles, which expectations the management of the organisation has on their roles and how a present organisation changes inflict on the contents of the role. If the middle manager in a municipal care organisation feels like normative for the personal group is another aspect. There are four concepts used as theoretic framework in the study, organization, imple-mentation and public middle managers in a general aspect and the middle manager in a municipal care organisation in a specific aspect. The study is a case study of the munici-pal Y care organisation. It also contains observations on the middle managers and their staff's interaction during implantation of common value foundation. The procedure of this analyse is built on an abductive interpretation of collected data. In this study, it emerges that the administration of the organisation thinks a leadership from a competence perspective is important and that the leader should dare to lead. The organization's middle manager strives for a democratic leadership, which is the ground in a communication perspective. It is vague and difficult to define which the experiences of the common value foundation are by members of the organisations. Therefore, many municipal middle managers in the organisation feel that they have to interpret the value foundation on their own. However, they also experience a difference among their staff when they talk about their work during and after the implementation of common value foundation.

Tidigare forskning visar att det finns svårigheter för deltagare av ledarskapsutbildningar att implementera kunskaper de får med sig från utbildningen till sitt arbete. Detta kan bli en förlust både för organisationen samt för deltagarens kunskapsutveckling. Det gör att organisationer behöver veta vilka förutsättningar som krävs för att främja implementeringen för sina medarbetare. Denna studie är en kandidatuppsats i Personal och arbetslivsprogrammet på Högskolan Dalarna. Studien syftar till att skapa förståelse för vilka förutsättningar respondenterna upplever att de behöver för att implementera kunskaperna från ett ledarskapsprogram som de deltagit i. Sex respondenter från den utvalda organisationen har medverkat i semistrukturerade telefonintervjuer, vars svar sedan analyserats och sammanställts med hjälp av en tematisk analys. Resultatet visar att respondenterna behöver den egna motivationen, sociala relationer samt organisatoriska förutsättning för att implementera sina kunskaper från ledarskapsprogrammet. / Previous research shows that there are difficulties for participants in leadership training programs to implement the knowledge they gain from training into their workplace. It could mean that both the organization and the participants lose important knowledge and development opportunities. Therefore, it is of great importance that the organizations know how to promote and ease the necessary implementation for their employees. This study is a bachelor's thesis in the program Personnel and work at Dalarna University. The study aims to create an understanding of what conditions the respondents feel that they need, to implement their knowledge from a leadership program in which they have participated. Six respondents from a selected organization participated in semi-structured telephone interviews, whose responses then were analyzed and compiled using a thematic analysis. The results show that the respondents needed their own motivation, social relationships and organizational prerequisites to implement their knowledge from the leadership program.