Den offentliga sektorn utgör en stor del av Sveriges ekonomi. Sektorn präglas av ständigt hårdare krav från både politiker och allmänheten. Mellanchefer inom den offentliga sektorn har huvudrollen i att arbeta med dessa krav. Studier kring mellanchefers roll i offentliga verksamheter är begränsade. Denna studien handlar om hur mellanchefer beskriver deras ledarskap och om de har någon betydelse för den offentliga förvaltning. Grundad i en hermeneutisk metod syftar studien till att tolka, förstå och förmedla mellanchefers upplevelser. Studien har en induktiv ansats för att skapa och öka förståelse kring ledarskapsbeteenden samt dess betydelse inom den offentliga sektorn genom att utgå ifrån empirisk data och kvalitativa samtal. Undersökningen visar att mellanchefer förespråkar en viss situationsanpassning, men även att de ser sig själva som förebilder gentemot deras medarbetare. Via integrering och etablerat förtroende från medarbetare kan mellanchefer påverka styrning i den offentliga verksamheten. / The public sector makes up a large part of Sweden's economy. The sector is characterized by ever tougher demands from both politicians and the public. Middle managers in the public sector have the main role in working with these requirements. Studies on the role of middle managers in public enterprises are limited. This study is about how middle managers describe their leadership and whether they have any significance for the public administration. Based on a hermeneutic method, the study aims to interpret, understand and convey the experiences of middle managers. The study has an inductive approach to create and increase understanding of leadership behaviors and its importance in the public sector by starting from empirical data and qualitative dialogs. The survey shows that middle managers advocate a certain adaptation to the situation, but also that they see themselves as role models for their employees. Through integration and established trust from employees, middle managers can influence governance in the public sector.

Entrepreneurship is generally defined as the creation of new businesses - yet, nowhere is it more important than in large, established organisations. Product life cycles are contracting and businesses need to stay ahead of competition. Organisations need innovative and creative employees to respond to the changing needs of the market. Corporate entrepreneurship can be defined as entrepreneurial activities within an organisation, using the resources of the organisation to achieve innovative results. Corporate entrepreneurship (also referred to as intrapreneurship) is not confined to a particular size or stage of an organisation. This study focuses on the corporate entrepreneurial behaviour of middle managers inside a large retail organisation. The uniqueness of this study is the focus on the middle managers instead of senior management. The study aims to make management aware of the concept of corporate entrepreneurship and to identify the factors which influence entrepreneurial behaviour in an established organisation. / Business Management / M. Com (Business Management)

Entrepreneurship is generally defined as the creation of new businesses - yet, nowhere is it more important than in large, established organisations. Product life cycles are contracting and businesses need to stay ahead of competition. Organisations need innovative and creative employees to respond to the changing needs of the market. Corporate entrepreneurship can be defined as entrepreneurial activities within an organisation, using the resources of the organisation to achieve innovative results. Corporate entrepreneurship (also referred to as intrapreneurship) is not confined to a particular size or stage of an organisation. This study focuses on the corporate entrepreneurial behaviour of middle managers inside a large retail organisation. The uniqueness of this study is the focus on the middle managers instead of senior management. The study aims to make management aware of the concept of corporate entrepreneurship and to identify the factors which influence entrepreneurial behaviour in an established organisation. / Business Management / M. Com (Business Management)

Submitted by Juliana De Souza Martins (julismartins@uol.com.br) on 2018-06-06T03:26:13Z No. of bitstreams: 1 Competências gerenciais do middle manager_JSM.pdf: 764926 bytes, checksum: 45e8753eae0bda3528968651bb6d713a (MD5) / Approved for entry into archive by Mayara Costa de Sousa (mayara.sousa@fgv.br) on 2018-06-08T22:05:00Z (GMT) No. of bitstreams: 1 Competências gerenciais do middle manager_JSM.pdf: 764926 bytes, checksum: 45e8753eae0bda3528968651bb6d713a (MD5) / Approved for entry into archive by Raphael Xavier (raphael.xavier@fgv.br) on 2018-06-11T12:11:56Z (GMT) No. of bitstreams: 1 Competências gerenciais do middle manager_JSM.pdf: 764926 bytes, checksum: 45e8753eae0bda3528968651bb6d713a (MD5) / Made available in DSpace on 2018-06-11T12:11:56Z (GMT). No. of bitstreams: 1 Competências gerenciais do middle manager_JSM.pdf: 764926 bytes, checksum: 45e8753eae0bda3528968651bb6d713a (MD5) Previous issue date: 2018-05-14 / Os gerentes da média gestão, a quem nesse estudo chamaremos de middle managers, são responsáveis por fazer a ligação entre o nível executivo e o nível operacional nas empresas. Eles agem como sintetizadores da informação da alta liderança e como facilitadores para os níveis abaixo e níveis laterais (áreas de suporte, por exemplo) encorajando e engajando as equipes a novas ideias e outros fatores experimentais na busca por resultados. O presente trabalho estabelece-se em torno desse importante agente, restringindo sua pesquisa a middle managers que atuam na área comercial de uma instituição bancária de grande porte que atua junto às grandes empresas brasileiras. O estudo compreende uma análise da literatura existente sobre o tema competências e deseja compreender quais são as competências gerenciais que a organização estabelece para o público de middle managers; seja formalmente, via avaliação de competências, seja informalmente, via cobrança dos gestores que lideram este grupo de média gestão. Adicionalmente, o projeto deseja compreender quais são as competências gerenciais que a organização estabelece para esse público: seja formalmente, via avaliação de competências, seja informalmente via cobrança dos gestores que acompanham esses gerentes no dia a dia. O levantamento das competências do middle manager 'cobradas' pelos gestores foi realizado a partir de entrevistas com os líderes da área em questão, o que resultou numa relação de 12 competências principais. Em paralelo, foi realizado um levantamento com os próprios middle managers a fim de determinar quais as competências que eles entendem que possuem. Esse levantamento culminou numa lista de 13 competências. Os quatro levantamentos foram comparados e consolidados, todas as intersecções foram excluídas e encontrou-se uma relação de 11 competências importantes para a atuação do público em questão. / Middle management managers, whom we will call middle managers in this study, are responsible for connecting the executive level to the operational level in companies. They act as high-level information synthesizers and as facilitators for the levels below and lateral levels (supporting areas, for example) by encouraging and engaging teams with new ideas and other experimental factors in the search for results. The present work establishes itself around this important agent, restricting its research to middle managers who work in the commercial area of a large banking institution that works with large Brazilian companies. The study comprises an analysis of the existing literature on the subject competencies that results in 34 competencies. In addition, the project wants to understand the managerial competencies that the organization establishes for this public: either formally, through evaluation of competencies, or informally through the collection of the managers who accompany these managers on a daily basis. The survey of managerial skills 'collected' by the managers was carried out through interviews with the leaders of the area in question, which resulted in a list of 12 main competencies. In parallel, a survey was carried out with the middle managers themselves in order to determine what competences they understand they have. This survey culminated in a list of 13 competencies. The four surveys were compared and consolidated, all intersections were excluded and a list of 11 important competencies was found for the performance of the public in question.

This diploma thesis deals with an information technology support of organization's decision making processes using Exact Software's enterprise information systems. The main goal of this paper is a demonstration of various Exact Software applications using real world examples from several Czech enterprises. Illustration of various benefits of integrated enterprise systems architecture is another goal of this paper. Possible benefits gained during the process of implementation of Exact Software's applications and necessary requirements that have to be fulfilled create the last goal. Risks and issues that can be encountered during the implementation process are mentioned along with benefits. To achieve these goals this diploma paper contains a lot of practical illustrations supplemented by theoretic explanation. Paper includes four parts. First part is an introduction into decision making processes in enterprises and provides a general overview of Exact Software's enterprise information systems portfolio. Another area covered by the first part is an overview of possible benefits of these systems in according to the level of organization management. Second part is dedicated to Exact Synergy Enterprise. At the beginning of this part there are outlined procedures, benefits and assumptions necessary for successful system implementation. The following text in part two contains many real world examples from the decision making point of view. Third part covers Business Intelligence application Exact Business Analytics from the standpoint of implementation guidelines, prerequisites and benefits. Subsequent subchapters contain practical examples of usage of this system. The last part is comprised from two case studies of Exact Software's systems implementation -- first one is a financial counseling company, second one is a company from the IS/ICT area. The paper as a whole represents unique material for companies that are looking for solutions on their decision making and analytical procedures problems. On the basis of this paper the reader can create an overview of current capabilities of enterprise information systems. A vast majority of presented solutions are system independent i.e. the usage of systems from Exact Software is only exemplary. Case studies of complex enterprise IS architectures in real world enterprises represents another great contribution to this diploma paper.

Bien que les femmes aient toujours fait partie des composantes de la main-d’oeuvre d’une entreprise et y jouent toujours un rôle prépondérant, il faut dire que, dans les postes décisionnels, elles ont été considérablement sous-représentées. La barrière entre cadres intermédiaires et cadres supérieurs, baptisée le « plafond de verre », est aujourd’hui, presque aussi infranchissable qu’il y a 20 ans, quand une multitude de femmes diplômées sont entrées dans le monde des affaires. L’objet de cette recherche vise à identifier pourquoi le taux des femmes présentes dans les instances de haute direction des banques libanaises reste-t-il si minime. La présente étude va consister à analyser la corrélation entre les aspirations professionnelles des femmes, leur ambition d’accéder aux plus hauts échelons de l’entreprise et le phénomène du plafond de verre. Par ailleurs, cette étude va approfondir l’examen des styles de leadership adoptés par les femmes et mesurer l’impact du style adopté sur la progression réalisée dans la carrière choisie. Nous prendrons l’exemple du Moyen-Orient et particulièrement du Liban où le secteur bancaire est soucieux de réduire les inégalités professionnelles. Cependant les différenciations entre hommes et femmes persistent. De multiples facteurs, certains explicites, telle la formation ou la mobilité, d’autres plus implicites, comme les horaires de travail ou la maternité, semblent se combiner et se renforcer mutuellement pour expliquer des évolutions de carrière moins favorables chez les femmes. Un questionnaire à choix fermé a été diffusé sur un site Web sécurisé à des femmes cadres dans 6 banques opérant au Liban afin de déterminer la relation entre les variables dépendantes et indépendantes relevées. Les hypothèses ont été validées déterminants ainsi divers facteurs qui affectent l’existence du plafond de verre. / Women have always been an inherent part of the workforce. They have been playing a fundamental role throughout history; however, they have been considerably underrepresented in top management positions. The existent barrier between middle and top management positions entitled “Glass Ceiling” remains almost as impassable as it has been 20 years ago, even though the number of educated women who have entered the labor market has substantially increased. The purpose of this research is to identify why the number of women in the top management positions of the Lebanese banks remains minim. As such, the primary object lies in analyzing the correlation between the aspiration and ambition of women to access the highest levels in the organization’s hierarchy and the glass ceiling phenomena. Moreover, this study focuses on the leadership styles adopted by these women; it aims at measuring the impact of the adopted style on the hierarchical advancement in the chosen career. In Lebanon, the banking sector is eager to reduce professional discrepancies; however, these gaps remain existent between men and women. Several factors, some of which are explicit – such as training & development and mobility, others implicit such as the working schedules and the maternity leaves, interact and interrelate to explain the less favorable career paths that women face. A close-ended questionnaire has been communicated throughout a secured website to middle management women in 6 banks operating in Lebanon in order to determine the relationship between the identified dependant and independent variables. The hypothesis statements were accepted as true; stipulating that several factors affect the perpetuity of the glass ceiling.

Text in Afrikaans, abstract in Afrikaans and English / Die doel van hierdie navorsingstudie was om te bepaal of daar 'n verwantskap tussen stres en die persoonlikheidsweerstandsbronne koherensiesin, gehardheid en lokus van beheer is. Middelvlakbestuurders (n=103) het selfbeoordelingsvraelyste oor stres, sin vir koherensie, gehardheid en lokus van beheer voltooi. Die resultate van die Pearson produkmoment korrelasie en chi-kwadraattoetse toon dat daar 'n statisties beduidende verwantskap tussen stres en koherensiesin, gehardheid en lokus van beheer is. Dit blyk dat middelvlakbestuurders met 'n sterk koherensiesin beter in staat is om stres te hanteer as bestuurders met 'n lae koherensiesin. Hierdie bestuurders maak dus sin uit werkstressors en beskou lewenseise as betekenisvol en uitdagend. Die resultate dui aan dat bestuurders met 'n hoe inteme lokus van beheer en outonomie minder stres ervaar en beter toegerus is om die negatiewe invloed van stres teen te werk as bestuurders met 'n lae lokus van beheer en outonomie. Volgens hierdie navorsing het gehardheid nie 'n invloed op die ervaring van stress. / The purpose of this study was to determine if a relationship exists between stress and the resiliency sources of sense of coherence, hardiness and locus of control. Managers (N=l 03) at middle management level completed self-report questionnaires on stress, sense of coherence, hardiness and locus of control. Results from the Pearson product moment correlation and chisquare tests, indicate a statistical significant relationship between stress and sense of coherence, hardiness and locus of control. It seems as if managers at middle management level with a strong sense of coherence experience lower levels of stress than managers with a low sense of coherence. These managers derive sense from work stressors and view life's demands as meaningful and challenging. These results indicate that managers with a strong internal locus of control and autonomy will be better equipped to cope with stress than managers with a low locus of control and autonomy. According to this study hardiness does not have an effects on stress. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

Text in Afrikaans, abstract in Afrikaans and English / Die doel van hierdie navorsingstudie was om te bepaal of daar 'n verwantskap tussen stres en die persoonlikheidsweerstandsbronne koherensiesin, gehardheid en lokus van beheer is. Middelvlakbestuurders (n=103) het selfbeoordelingsvraelyste oor stres, sin vir koherensie, gehardheid en lokus van beheer voltooi. Die resultate van die Pearson produkmoment korrelasie en chi-kwadraattoetse toon dat daar 'n statisties beduidende verwantskap tussen stres en koherensiesin, gehardheid en lokus van beheer is. Dit blyk dat middelvlakbestuurders met 'n sterk koherensiesin beter in staat is om stres te hanteer as bestuurders met 'n lae koherensiesin. Hierdie bestuurders maak dus sin uit werkstressors en beskou lewenseise as betekenisvol en uitdagend. Die resultate dui aan dat bestuurders met 'n hoe inteme lokus van beheer en outonomie minder stres ervaar en beter toegerus is om die negatiewe invloed van stres teen te werk as bestuurders met 'n lae lokus van beheer en outonomie. Volgens hierdie navorsing het gehardheid nie 'n invloed op die ervaring van stress. / The purpose of this study was to determine if a relationship exists between stress and the resiliency sources of sense of coherence, hardiness and locus of control. Managers (N=l 03) at middle management level completed self-report questionnaires on stress, sense of coherence, hardiness and locus of control. Results from the Pearson product moment correlation and chisquare tests, indicate a statistical significant relationship between stress and sense of coherence, hardiness and locus of control. It seems as if managers at middle management level with a strong sense of coherence experience lower levels of stress than managers with a low sense of coherence. These managers derive sense from work stressors and view life's demands as meaningful and challenging. These results indicate that managers with a strong internal locus of control and autonomy will be better equipped to cope with stress than managers with a low locus of control and autonomy. According to this study hardiness does not have an effects on stress. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)