AFRIKAANS: Die Suid-Afrikaanse owerheid het 'n verantwoordelikheid in die lewering van dienste ter bevrediging van bepaalde behoeftes van die samelewing. Openbare bestuurders in die Suid-Afrikaanse staatsdiens behoort oor besondere vermoëns en kwaliteite te beskik om die staatsdiens doeltreffend in 'n vinnig veranderde omgewing te bestuur ten einde gemeenskapsbehoeftes te bevredig. Dit is die verantwoordelikheid van elke open bare bestuurder om die toegekende organisasie-eenhede doeltreffend te bestuur. Die openbare bestuurder kan nie na willekeur die administratiewe en openbare bestuursaktiwiteite uitoefen nie. Die normatiewe rigsnoere van eerbiediging van die oppergesag, openbare aanspreeklikheid en verantwoordelikheid, openbare doeltreffendheid, die toepassing van die administratiefreg, eerbiediging van samelewingswaardes, hoe etiese norme en standaarde, asook sosiale gelykstelling en geregtigheid moet deurentyd deur die openbare bestuurder gehandhaaf word. Die doel met hierdie verhandeling is om die rol van die openbare bestuurder in die ontwikkeling van 'n organisasiekultuur te bepaal. Die woorde "organisasie", "organisasie-ontwikkeling" en "organisasiekultuur" het 'n direkte invloed op die verhandeling en daarom is genoemde woorde duidelik omskryf en betekenisse daaraan gekoppel. Die openbare sektor is dinamies en die departemente word aan voortdurende veranderinge blootgestel wat tot herorganisering lei wat weer 'n invloed op die organisasiekultuur uitoefen. Organisasies kan nie op dieselfde wyse hervorm word nie en daarom verskil kulture van organisasie tot organisasie. In die organisasie vorm daar soms subgroepe wat oor sterk subkulture beskik en openbare bestuurders behoort hierdie subgroepe tot voordeel van die organisasie aan te wend deur byvoorbeeld gesonde kompetisie tussen die onderskeie subgroepe aan te moedig. Daar bestaan geen “beste” tegniek vir die bestuur van kultuurverandering nie. Elke openbare bestuurder behoort dus die tegniek te kies of tegnieke te kombineer wat die beste by sy of haar spesifieke omstandighede sal inpas. Openbare bestuurders behoort 'n positiewe ingesteldheid rakende die organisasiekultuur aan die res van die organisasielede oor te dra. Die openbare bestuurder in die Suid-Afrikaanse konteks funksioneer in 'n milieu wat verskeie eise stel. Omgewingsfaktore in die staatsdiens bly nooit konstant nie en veranderinge, in byvoorbeeld, die politieke, sosiale, ekonomiese en tegnologiese omgewing het teweeg gebring dat die kultuur van die organisasie beïnvloed word en moet op so 'n wyse bestuur word dat dit tot voordeel van die organisasie en die samelewing is. Die veranderde omgewing waarbinne die openbare bestuurder optree, vereis die bestuur van die organisasiekultuur. Openbare bestuurders behoort 'n bewuswording in die organisasie rakende die organisasiekultuur te skep en tot die besef kom dat die organisatoriese, kulturele en strategiese veranderingsprosesse bestuur moet word ten einde gestelde doelwitte te bereik. ENGLISH: The South African government has a responsibility in the rendering of essential services to satisfy certain needs of the community. Public managers employed by the South African civil service ought to possess specific abilities and qualities to manage the civil service effectively in a rapidly changing environment. It is the responsibility of each public manager to manage the allocated organizational unit under his authority. Public managers may not conduct the administrative and public management activities in a random way. The normative guidelines of honouring the political supremacy, public accountability and responsibility, application of the administrative law, honouring community values, upholding high ethical norms, as well as social equality and justice should continuously be maintained by the public manager. The objective of this paper is to determine the role of the public manager in developing an organizational culture. The meaning of the word “organization”, “organizational development” and “organizational culture” has a direct influence on the objective of this paper and therefore these words have been clearly defined and explained. The civil service is dynamic and the departments are subjedt to change. This leads to re-organization, which in turn will influence the organizational culture. Organizations can not be reformed in a similar manner, and therefore, cultures vary among different organizations. Groups with strong subcultures may develop within the existing organizational culture and the public manager should utilize these subcultures to the advantage of the organization by establishing, for example, healthy competition among these groups. A “best” technique to manage an organizational culture does not exist, and each public manager should select a technique or combination of techniques appropriate to the specific situation. Public managers should convey a positive attitude towards the organizational culture and towards his/her subordinates. The public manager in the South African civil service functions in a milieu that holds many challenges. Environmental factors in the civil service constantly change, and changes in the political, social, economic and technological environments influence the organizational culture and has to be managed in such a way that it is advantageous to the organization and society. The changing environment, in which the South African Public Service operates, demands the management of an organizational culture. Public managers should develop a cultural awareness and realize that organizational, cultural and strategic change processes should be managed in order to reach the set objectives. / Dissertation (MA (Public Administration))--University of Pretoria, 2006. / School of Public Management and Administration (SPMA) / Unrestricted

The aim of this thesis is to determine how the 2018 draft of the first Swedish National Library Strategy was received by the library sphere and its other stakeholders and how their views may have affected the final version of the National Library Strategy published in 2019. To approach the purpose of this investigation a rhetorical analysis of the written comments of the stakeholders have been carried out to examine how they make their arguments and voices heard. The empirical analysis is based on these 83 statements of opinions that were handed in to the National Library of Sweden between May and October 2018. For the first time in Swedish history a National Library Strategy has been formed in attempt to promote cooperation and library development within the public library sphere. To examine the impact of this organizational change the theory of New Public Management has been applied to the study. The result of this thesis shows a varied response to the National Library Strategy draft, with comments on both structure and disposition, language and content. Many appreciate the chance to get involved and use this chance to voice their opinions on matters both small and wide. The response from the stakeholders has also shown a questioning of the form of the National Library Strategy draft as centralizing and governing instead of collaborative and supportive. Earlier research also shows the question to be complex and diverse. This thesis serves as a contribution to the research field on library development, organizational change and cultural policies. This is a two years master’s thesis in Library and Information Science.

Leadership, innovation and culture are three aspects identified by previous research to have an impact on the organization's sustainability work. Sustainability work is something that today almost all organizations engage in, in order to both survive long term but also to limit their impacts on the planet and the humans living there. Sustainability work as defined in this thesis to consist of three parts which are economic sustainability, environmental sustainability and social sustainability. In order to perform successful work, all parts must be included.  This thesis is investigating what role leadership, innovation and culture have in organizations' sustainability work, with a focus on Swedish organizations within the heavy industry. To do this the thesis is using previously presented theories in combination with eight semi-structured interviews. The interviews are performed with sustainability managers and advisors operating within the Swedish heavy industry. The result of this thesis is presented using a thematic analysis where 11 themes are identified and presented. These themes are furthermore analyzed and connected to the theory with the aim to answer the research question.  The purpose of the thesis is furthermore to create a deeper understanding and knowledge about these factors and their role in organizational sustainability work. The goal of providing a deeper understanding and knowledge is that it will lead to more successful sustainability work.  The conclusion of this thesis is the identified themes that could be connected to all three factors, leadership, innovation and culture. These themes were found to play an important role in organizational sustainability work. It is important for Swedish organizations within the heavy industry to be aware of the factors and themes are well as knowing how to handle them, in order to reach successful sustainability work.  In the conclusion of this thesis, there is also provided a few practical recommendations for organizations based on this research. As well as advice for further research and limitations in the thesis.

Den svenska hälso- och sjukvårdsbranschen för djur har under 2000-talet expanderat markant. För att driva en konkurrenskraftig verksamhet i en bransch som ständigt utvecklas är det viktigt att organisationen arbetar med förbättringsarbeten för att hålla jämna steg. Syftet med studien är att kartlägga en organisations interna och externa remisshandläggningsprocess med avsikt att synliggöra förbättringsmöjligheter.   I fallstudien har empiriinsamling genomförts med hjälp av litteraturstudie, observationer och intervjuer. Litteraturstudien genomfördes med avsikt att skapa ett teoretiskt ramverk. Observationer och interjuver utfördes med nio av fallklinikens remisshanterande personal i syfte att kartlägga remissprocessen och identifiera eventuella problemområden. Empirin visar att remisshandläggningsprocessen består av fyra delprocesser där det går att identifiera problemområden och förbättringsmöjligheter. Remissprocessen har en grundstruktur men det finns inget standardiserat arbetssätt och därför förekommer individualiserade tillvägagångssätt vid remisshantering. Samtliga respondenter är eniga om att den externa remisshandläggnings­processen fungerar bättre idag jämfört med tidigare. För de interna remisserna finns det ingen vedertagen administrativ process och empirin är inte tillräcklig för att kunna genomföra en processkartläggning.   En förbättringsmöjlighet är att implementera ett standardiserat tillvägagångssätt för remiss­hantering eftersom suboptimering då utesluts vilket effektiviserar den kompletta remisshand­läggningsprocessen. Dessutom skulle standardisering kunna bidra till en förståelse för hela flödet vilket är avgörande för ett lyckat förbättringsarbete. / The Swedish industry in animal health and medical care has expanded significantly during the 2000s. To run a competitive business in an industry that is constantly developing, it is of importance that the organization works with development to keep pace. The purpose of the study is to map the organization’s internal and external referral process with the intention of visualizing improvement opportunities.   In the case study, empirical data was collected with the help of a literature study, observations, and interviews. The literature study was conducted with the intention of creating a theoretical framework. Observations and interviews were performed with nine of the clinic’s referral managing staff to map the referral process and identify any problem areas. Empirical data shows that the referral process consists of four subprocesses where it is possible to identify problem areas and opportunities for improvement. The referral process has a basic structure, but there is no standardized working method and therefore there are individualized approaches when handling referrals. All respondents agree that the external referral process works better today than in the past. For the internal referrals, there is no established administrative process, and the collected empirical data is therefore not sufficient to be able to conduct a process mapping.   An opportunity for improvement is to implement a standardized approach to referral management because suboptimization is then excluded, which streamlines the complete referral process. Furthermore, standardization could contribute to an understanding of the entire flow, which is essential for a successful improvement project. / <p>Examen i vårdadministration, YH-utbildning: 20 Yh-poäng</p>

Retaining qualified employees is a problem for many organizations, which costs companies both monetary resources and hours of productivity. A contributing factor to the problem of employee retention is the lack of trained managers who are equipped to foster and increase employee job satisfaction. The purpose of this single case study, using a transformational leadership framework, was to explore managerial strategies to reduce turnover at 1 store in a national grocery store in the Midwestern United States. Methodological triangulation was achieved through the semistructured interviews of 5 managers, as well as a review of company training documents, and a review of the company's website. Prior to the interviews, 1 manager was interviewed as a pilot study (for validation of the interview questions). Three main themes emerged from coding the transcribed data: implementing effective management practices and an approachable leadership style, increasing and maintaining job satisfaction, and planning for future employee attraction and retention. In addition, several subthemes emerged in each of these broader categories of strategies. According to study findings, transformational leadership style was a successful strategy in employee retention in some instances. The implications for positive social change include the potential to reduce turnover and unemployment, as well as for organizations to create a supportive workplace for their staff.

En kvalitativ studie med syfte att undersöka hur mognadsmodeller kan stödja verksamheter vid verksamhetsutveckling. I studien genomfördes en fallstudie, med tillhörande intervjuer. I fallstudierna gjordes en mätning med hjälp av en mognadsmodell. Mätningen kartlade två avdelningars beteenden och preferens som hindrar eller stödjer utveckling inom processorientering. Resultatet från mätningen användes som underlag för två intervjuer, genomförd med chefen för respektive fallstudie. Den insamlade empirin kompletterades med en intervju av en forskningsledare på SIQ (Sveriges institut för kvalitet) som även varit med och tagit fram den mognadsmodell som används i mätningen. I resultatet studien framkom att mognadmodeller kan vara bidragande vid verksamhetsutveckling, när de används på det sätt de är utformade att användas. fyra olika teman, kultur, kunskap, basera beslut på fakta och processorientering med nio olika subteman framkom där mognadsmodeller kan bidra till verksamhetsutveckling. Kulturen i en verksamhet spelar en central roll för att lyckas i arbete med mognadsmodeller. En viktig förutsättning för verksamheten är en kultur som bidrar till processorientering bland medarbetarna. Det framkom även att brist på kunskap inom systemteori kan medföra vissa risker och hinder för användandet av mognadsmodeller. Vilket lätt kan uteslutas/övervinnas med ökad kunskap. / A qualitative study aimed at investigating how maturity models can support organizations in their operational development. A case study was carried out, along with corresponding interviews. In these case studies a mature model was used for measurement. The measurement assessed two department’s behaviors and preferences, which either hinder or support development within process orientation. The measurement results were then used as the basis for two interviews conducted with the respective case study managers. Additional empirical data was collected through an interview with a research leader at SIQ (Swedish Institute for Quality) who was also involved in developing the maturity model used for measurement. The results of the study indicated that maturity models can play a contributing role in operational development when used in their intended manner. Four distinct themes, namely culture, knowledge, evidence-based decision making and process orientation with nine subthemes were identified where maturity models can have a positive impact on operational development. The culture within an organization plays a central role in the successful implementation of maturity models with process orientation among employees being a vital precondition. It was also found that a lack of knowledge in systems theory could pose certain risks and obstacles for the use of maturity models. This effectively can be overcome through increased knowledge

Körperschaften öffentlichen Rechts im Bildungsbereich zeichnen sich durch eine zunehmende Digitalisierung der Geschäftsprozesse aus. Dies trifft auch für Hochschulen zu, wobei die Produktion der Bildung (hier unter dem Begriff eLearning) ein intensiv untersuchtes Themenfeld ist, sowohl betreffen die Lehre selbst (Fischer et al., 2006)) als auch die dafür erforderlichen Services (Neumann, 2006). Weniger intensiv debattiert wird die Betreuung der IT-Administration als Thema der Organisationsentwicklung. ... Beispielhaft anhand des Bereiches Geistes- und Sozialwissenschaften der Technischen Universität Dresden thematisiert der Beitrag die aktuell anstehenden Gestaltungserfordernisse vor dem Hintergrund der Zielestellung, ein virtuelles Serviceteam für die Aufgaben der IT-Administration in Lehre, Forschung und Verwaltung über mehrere Fakultäten hinweg zu konzipieren. ... [Aus: Einleitung]

The purpose of the present study is to gain insights and a deeper understanding of how the organization's vision and leadership can serve as central motivational factors and influence employees' willingness to perform at a higher level. The primary role of the vision is to provide an inspiring future image and demonstrate what the organization aims to achieve in the long term. Its purpose is to instigate engagement among both leaders and employees. The leader's task involves implementing the vision by rallying all employees within the organization around agreed-upon objectives. Implementation is realized through motivational actions and influencing employees' behavioral patterns, intending to enhance performance. The study was conducted with the intention of examining how the vision and the leader's actions can impact and increase employee motivation in two distinct segments. A qualitative method was applied with an abductive approach and semi-structured interviews. The thesis is based on a hermeneutic methodology, relying on the theoretical frameworks used in the study. Interviews were conducted with twelve employees, all active in the banking or education sectors, to obtain their individual perspectives.The collected empirical data indicated that a clear and well-formulated vision alone is not sufficient. An engaged and active effort from the leader is necessary, as they serve as a vital link between employees and the organization's vision goals. Leadership qualities that employees primarily seek in a manager are associated with transformative and charismatic leadership. The results also suggest that many of the motivational factors considered significant in the organization's vision, and which could be related to some employees' personal goals, were similarly observed regarding employees' workplace. This indicates that fulfilling only external hygiene factors, as Herzberg emphasizes, is not enough. Internal motivational factors must be present for employees to experience increased motivation.

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