Diploma thesis focuses on clarifying of sociocybernetics principles and its connection to other sciences. It refers to possible approach to information, knowledge, systems. Further, it appeals to individuals in terms of social system and their values, abstract reality perception, utilization of feedback, autopoiesis (self-organization) and many others. Theoretical frame offers to reader awareness about this topic. Practical part points out possible application of this concept along complex organization analysis. Results of analysis refer to bottlenecks and possible improvements, in terms of sociocybernetics principles and methods.

The immense changes in the economic environment caused by globalization and technology have forced organizations from around the world to transform in order to adapt, survive, and succeed in the changing world of the new millennium. These changes are not only in the external elements of the organization – its products, activities, or structures – but also in its intrinsic way of operating – its values, mind-set, even its primary purpose. Organizations must learn faster and adapt to the rapid change in the new environment or they will not survive (De Vries, 2001; Ellis&Pennington, 2004). According to Senge (1990b), learning organizations demand a new view of leadership. In a learning organization, leaders are designers, stewards, and teachers. They are responsible for the building of organizations where employees continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models – that is, the leaders are responsible for learning. Leaders in learning organizations must help employees see the big picture, with its underlying trends, forces, and potential surprises. They need to think systematically and be able to foresee how internal and external factors might benefit or destroy the organization (Senge 1990b). Autocratic leadership behaviour, focused on exercising top-down control is more successful in stable environments. Transformational leadership behaviour focused on giving inspiration through the marshalling of ideas, creativity, and the initiative of its employees, is more successful in competitive, changing environments (Cockerill, Schroder&Hunt, 1998). The focus of this research has been on the measurement of leadership behaviour as part of the implementation of a holistic model and process in an organization that has to function in a competitive, changing environment. A 360° leadership assessment questionnaire has been used to conduct the research. A set of fifteen transformational leadership competencies have been identified by the organization where the research was conducted as the leadership competencies that will enable the organizations’ leaders to be effective, successful leaders in a dynamic, changing and competitive business environment. Based on the identified set of leadership competencies, a 360° Leadership Assessment Questionnaire (LAQ) was developed and validated. The LAQ was used to measure leadership behaviour in the organization under research annually over a period of three years as part of the implementation of a holistic model and process for leadership development. The objectives of this research were the following: <ul><li>To measure leadership behaviour by means of a 360° leadership assessment questionnaire as part of the implementation of a holistic model for leadership development;</li> <li>To track the overall changes in leadership behaviour over a period of three years in order to determine if the implementation of a holistic model and process had a positive impact on leadership behaviour over a extended period of time;</li> <li>To analyse and describe the trends and patterns in leadership behaviour based on the results of the 360° leadership assessment questionnaire conducted over a period of three years;</li> <li>To describe the elements and implementation of a holistic model and process for leadership development.</li></ul> The quantitative statistical analysis of the 360° leadership assessment data indicated statistically significant differences in nine of the fifteen transformational leadership competencies that were measured in the 360° Leadership Assessment Questionnaire. All the ratings showing statistically significant differences were identified, interpreted and discussed. The following trends and patterns were identified, based on the statistical analysis of the research data: <ul> <li>Top Management (M2-3) received consistently higher ratings than the other management levels;</li> <li>Middle Managers (M5-6) received significantly lower ratings than the other management levels in terms of integrity, purpose building, information capacity, conceptual ability, business acumen and empowering;</li> <li>Female leaders received significantly lower ratings than male leaders in terms of information capacity, people development and empowering. Although females were rated higher than their male counterparts by their supervisors, all the other rater groups rated female leaders lower than male leaders on these competencies;</li> <li>Leaders in the age group 25-40 years received the highest ratings on business acumen and visionary thinking;</li> <li>Leaders in the age group 41 – 50 years were rated the highest by all the rater groups on conceptual ability;</li> <li>African (Black) leaders were rated significantly higher on visionary thinking in years 1, 2 and 3 than leaders from other race groups.</li></ul> The company overall results indicated an improvement in most of the competencies, except for integrity and self-responsibility which stayed the same. Motivational capacity is the only competency where there has been an improvement in year 2 and a decline in year 3. The competencies on which leaders received the lowest ratings are motivational capacity, people development, visionary thinking and empowerment. The overall trend on the overall 360° leadership assessment results over a period of three years clearly indicates an improvement in all the competencies, except for motivational capacity, integrity and self-responsibility. These trends and patterns were utilised to determine what type of development interventions and programmes are needed in the organization to facilitate leadership development in the context of the Holistic Model for Leadership Development. The improvement in the overall 360° leadership assessment results also indicates the implementation of a holistic model and process for leadership development has led to an improvement of the overall leadership capability of the organization where the research was conducted. / Thesis (PhD (Psychology))--University of Pretoria, 2008. / Psychology / unrestricted

VUCA är ett begrepp, som används för att beskriva den komplexa, oförutsägbara och snabbrörliga omvärld vi lever i idag. Det talas ofta om ett paradigmskifte och att det kommer krävas nya managementmodeller för att framgångsrikt leda organisationer. Det ställs ökade krav på organisationer att snabbt kunna ställa om, ständigt arbeta med förbättring och utveckling för att öka sin innovationskraft. Psykologisk trygghet är ett fenomen som fått ökat utrymme i näringslivet och i forskning under senare år, då det starkt korrelerar med individers och teams förmåga att möta förändring och vara högpresterande. Psykologisk trygghet är en gemensam övertygelse hos medlemmarna i ett team om att teamet är tryggt för interpersonellt risktagande. Syftet med denna uppsats var att bidra med kunskap kring hur företag arbetar för att vara i ständig förnyelse och bygga kapacitet i organisationen för att möta kraven i VUCA, samt förstå hur psykologisk trygghet kan vara en motor i det arbetet. En kvalitativ intervjustudie genomfördes med sex intervjuer på två större organisationer. Studiens resultat pekar på sex viktiga fokusområden för att vara och leda i ständig förnyelse och framgångsrikt kunna möta de nya kraven. Dessa sex fokusområden beskrivs på följande sätt: Storytelling -”varför” som möjliggörare för motivation och mening, Förmåga att lära - nyfikenhet som möjliggörare för nytänkande och innovation, Ledarbeteenden - vara förebild som möjliggörare för beteendeförändring, Individen i centrum - självkännedom som möjliggörare för  självledarskap, Ägandeskap - autonomi som möjliggörare för ansvarskänsla och empowerment och Arbetssätt - lita på processen som möjliggörare för struktur och uthållighet. Studien visar vidare att det finns stark koppling mellan psykologisk trygghet och de sex fokusområdena för att vara i ständig förnyelse och kunna möta kraven i omvärlden. Psykologisk trygghet är en möjliggörare för att bygga kapacitet genom dessa fokusområden. Fokusområdena bidrar i sin tur till ökad psykologisk trygghet, samtidigt som de möjliggör att vara i ständig förnyelse. / VUCA is the term used to describe the complex, uncertain and rapid changing world we live in today. Often it is described as a new paradigm with needs for new management models to continue to be successful. In order to be able to meet the new requirements, organizations need to develop ability to smoothly adapt to change, constantly work with improvement and development to increase their power to innovate. Psychological safety is a phenomenon that got more attention in business and research in recent years, due to its high correlation to the ability of individuals and teams to face change and to be high performance units. Psychological safety is a shared belief held by members of a team that the team is safe for interpersonal risk taking. The purpose of this thesis was to contribute with knowledge about how companies work to build capacity in organizations to meet the requirements of VUCA, as well as understanding how psychological safety can be an enabler in this work. A qualitative interview study was conducted with six interviews at two larger organizations. The result of the study highlights six important focus areas for being in continuous renewal and successfully meeting the new requirements. These six focus areas are described as follows: Storytelling - “why” as an enabler for motivation and meaning, Ability to learn - curiosity as an enabler for innovation, Leadership behaviours - to be a role model as an enabler for behaviour change, People centric approach - self-awareness as an enabler for self-leadership, Ownership - autonomy as an enabler for responsibility and empowerment and “Way of working” - trust the process as an enabler for structure and endurance. The study further shows that there is a strong link between psychological safety and the six focus areas. Psychological safety is an enabler to build capacity in these areas. The focus areas contribute in return to increase psychological safety and at the same time support the ability to meet the complex, uncertain and rapidly changing world. / <p>2020-11-26</p>

Det senaste årets granskning av lärosätens kvalitetssystem som genomfördes avuniversitetskanslersämbetet (UKÄ) visar att även högre utbildning behöver arbeta med sitt internakvalitetsarbete och att lärosätena behöver ta fram arbetssätt och metoder för att genomföra det.Syftet med det här arbetet var att bidra med kunskap om hur arbete med kvalitetsutveckling ser utinom högre utbildning samt att ta fram en modell för att arbeta med förbättrings ochkvalitetsutveckling inom lärarutbildning. Författaren deltog i ett projektarbete sominteraktionsforskare för att ta fram en modell för arbetet med förbättrings- och utvecklingsarbetetinom lärarutbildning. Den här studien har bidragit med kunskap om att högre utbildning idagarbetar med kvalitetsarbetet utifrån de riktlinjer som finns i Högskolelag, Högskoleförordning ochStandards and Guidelines for Quality Assurances in the European Higher Education Area (ESG).Slutsatsen var, att den modell för att arbeta med utvecklingsprojekt som togs fram i projektarbetet,behöver följa dessa lagar, förordningar och riktlinjer som anges i ESG och att arbetssättet imodellen bör vara cykliskt och kan utgå från PDSA. Vidare är slutsatsen att modellen med fördelkan ta utgångspunkt i offensiv kvalitetsutveckling och hörnstensmodellen och att om lärandetinom organisationen sker på alla nivåer kontinuerligt kan modellen stödja arbetet till en lärandeorganisation. Den här studien kan vara av intresse för andra som vill lära mer ominteraktionsforskning samt för lärosäten som står inför att utveckla sitt eget interna kvalitetsarbete. / The latest year's review of the higher education institutions' quality systems carried out by theuniversity chancellor's office (UKÄ) shows that even higher education needs to work with itsinternal quality work and that the higher education institutions need to develop working methodsand methods for implementing it. The purpose of this work was to contribute with knowledgeabout how work with quality development looks within higher education and to develop a modelfor working with improvement and quality development in teacher education. The authorparticipated in a project work as an interaction researcher to develop a model for the work onimprovement and development work in teacher education. This study has contributed with theknowledge that higher education today works with the quality work based on the guidelines foundin the Higher Education Act, the Higher Education Ordinance and the Standards and Guidelinesfor Quality Assurances in the European Higher Education Area (ESG). The conclusion was thatthe model for working with development projects developed in the project work must follow theselaws, regulations and guidelines stated in the ESG and that the working method in the modelshould be cyclical and can be based on PDSA. Furthermore, the conclusion is that the model canadvantageously be based on offensive quality development and the cornerstone model and that ifthe learning within the organization takes place at all levels continuously, the model can supportthe work of a learning organization. This study may be of interest to others who want to learnmore about interaction research and for higher education institutions that are faced withdeveloping their own internal quality work. / <p>2019-06-27</p>

In the public sector, both audit and quality control processes play a vital part in governance model of today. The magnitude of the usage of the concept is so vast that it has been said that we are living in the audit society. The discussions that prevail are not whether they are needed, but how they should be carried out. The aim of this study is to evaluate and analyze part of the described audit society, in order to be able to make proposals for improvement. A case study has been carried out at the Quality and development department within municipal social services administration. The study has reviewed the quality control process performed at this department from the perspective of Total Quality Management. The current situation was mapped through interviews, discussions and document studies that later on were analyzed to highlight different areas for improvement. The result shows a limiting dutiful ethical organizational culture with a strong focus on assignments and requirements, but less on responsibility and development. The study concludes that a cultural change is needed, a change that promotes organizational learning and continuous improvement. / Granskningar och uppföljningar har idag en central roll i den offentliga sektorns styrmodell. Omfattningen har blivit så stor att det oftast talas om ett granskningssamhälle. Diskussionerna som råder är inte om de behövs, utan hur de bör utföras. Syftet med studien var att undersöka och analysera en del av det beskrivna granskningssamhället för att sedan ge förslag på förbättringar. En fallstudie har därför genomförts på en Kvalitets- och utvecklingsavdelningen inom Socialförvaltningen. Studien har granskat avdelningens kvalitetsuppföljningar med utgångspunkt från offensiv kvalitetsutveckling. Nuläget kartlades genom intervjuer, samtal och dokumentstudier som sedan analyserats för att belysa olika förbättringsmöjligheter. Resultatet visar på en begränsande pliktetisk organisationskultur med stort fokus på uppdrag och krav, men mindre på ansvar och utveckling. Därför föreslås en kulturell förändring som främjar organisatoriskt lärande och ständiga förbättringar.

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Bakgrund: En av vår tids största omställningar är digitaliseringen. Den digitala innovationen har varit avgörande och öppnat möjligheter för kommunikation och samarbete hos företag runt om i världen. Virtuella team har kommit att blivit en stor del av dagens arbetssituation. Digitaliseringen har skapat större utmaningar för ledare att engagera och motivera medarbetare. För att främja varje individs begåvning, kreativa idéer, drivkraft samt prestationer finns det ett ramverk, kallat performance management som främjar denna typ av arbetskraft. En viktig aspekt av performance management anses även vara “lärande”. Så långt det är praktiskt möjligt bör lärande och arbete integreras. Syfte: Studiens syfte är att undersöka digitaliseringens påverkan på digitalt teamledarskap, arbete med performance management samt organisatoriskt lärande. Metod: Studien använder både kvalitativ och kvantitativ data men har främst ett kvalitativt fokus där en multipel fallstudie hos fyra företag gjorde det möjligt att uppnå syftet. I uppsatsen benämns dem som Företag A, B, C och D. Det genomfördes en triangulering som bestod av intervjuer med personer i ledande positioner, en enkätundersökning med medarbetare på samtliga företag samt insamling av dokumentation från företagen och deras hemsidor. Slutsats: I undersökningen har Företag A, B, C och D blivit exempel på hur digitaliseringens påverkan sett ut för olika företag och branscher vad gäller digitalt teamledarskap, arbete med performance management samt organisatoriskt lärande. Studien visar att digitaliseringen i stor utsträckning har påverkat det digitala teamledarskapet. Däremot var digitaliseringens påverkan vad gäller arbetet med performance management inte särskilt påtaglig då samtliga företag arbetar med digitala verktyg och system sedan innan. Vad gäller organisatoriskt lärande visar studien slutligen att digitaliseringen haft en inverkan på processen att bli en lärande organisation. / Background: One of the biggest changes of our time is digitalization. Digital innovation has been crucial and opened opportunities for communication and collaboration with companies around the world. Virtual teams have become a big part of today's work situation. Digitalization has created greater challenges for leaders to engage and motivate employees. To promote each individual's talent, creative ideas, driving force and performance, there is a framework, called performance management, that promotes this type of labor. An important aspect of performance management is also considered to be “learning”. As far as is practically possible, learning and work should be integrated. Purpose: The purpose of the study is to investigate the impact of digitalization on digital team leadership, performance management and organizational learning. Method: The study uses both qualitative and quantitative data but mainly has a qualitative focus where a multiple case study at four companies made it possible to achieve the purpose. In the thesis, they are referred to as Company A, B, C and D. There, a triangulation was carried out which consisted of interviews with people in leading positions, an employee survey at all companies was implemented and collection of documentation from the companies and their websites. Conclusion: In the survey, Company A, B, C and D have become examples of how the impact of digitalization looked for different companies and industries in terms of digital team leadership, work with performance management and organizational learning. The study showed that digitalization has greatly affected digital team leadership. On the other hand, the impact of digitalization in terms of work with performance management was not very significant as all companies have been working with digital tools and systems before. In terms of organizational learning, the study finally shows that digitalization has had an impact on the process of becoming a learning organization.

摘 要 本研究主要是藉由探討台灣企業在面臨「轉型升級壓力」而必須做經營策略調整時，經由本研究所建構的理論模型與實際個案間的檢證研究突顯出「企業學習能力」在企業轉型升級與策略選擇過程中的關鍵地位。 本研究以創造台灣最高經濟產值貢獻的資訊科技(IT)產業之個案廠商為對象，探究其「企業學習能力」對「企業轉型升級策略」選擇的影響，以及「目標產業的知識特質」、「企業學習能力」、「企業轉型升級壓力」三者間的關聯性。本論文的研究方法是以對個案的資料文件做深度探究的內容分析法為主，選取國內具代表地位的二家資訊硬體大廠為研究對象，嘗試對其「企業學習能力」與「企業轉型決策過程」作系統性的探索。 本研究歸納分析所得到的研究發現如下： 【研究發現一】取得「企業學習能力」的實證觀察指標。 【研究發現二】「企業轉型升級壓力」的大小會影響「企業轉型升級策略選擇」。壓力愈小時，企業選擇「攻勢」之轉型升級的機會就愈大；反之，則企業選擇「守勢」之退守退出的機會就愈大。 【研究發現三】「企業學習能力」的強弱會影響「企業轉型升級策略的選擇」。企業學習能力愈強時，則企業選擇「攻勢」之轉型升級的機會就愈大；反之，則企業選擇「守勢」之退守退出的機會就愈大。 【研究發現四】「企業學習壓力數學關係式」的發現實證了「企業學習能力」與「目標產業知識特質」和「企業轉型升級壓力」之間，存有簡單的「數學關聯」。 【研究發現五】「企業轉型升級策略選擇」的決策關係式。 因此，本研究認為企業在做轉型升級的決策時，千萬不要忽略企業本身的「學習能力」是否能承載「目標產業的知識特質」？建議企業宜在所欲朝向轉型升級之「目標產業的知識特質」下，考量企業本身的「學習能力」強弱，評估本身「企業轉型升級壓力」的大小，最終對「企業轉型升級策略」做出合乎自身最佳利益的理性選擇。此外，本研究亦建議企業或可藉由參考「企業學習能力系統-SOFA模型」來規劃建構或是強化自身的「企業學習能力」，以因應未來無窮的變局與挑戰！ / Abstract This research is conducted by exploration and explanation between theoretical model and case studies to prove the key role of the enterprise’s learning ability (ELA) in the procedure of the enterprise’s transformation and the option of strategy. The researcher selected cases from information technology industry which contributed most to Taiwan economic growth in recent years to explain the influence of ELA on selecting the strategy of transformation and to explore the relevance among the characteristics of objective industrial knowledge, ELA and the pressure of enterprise transformation. This thesis applied content analysis to explore the documents from two big enterprises of information hardware , trying to systematically study their learning ability and to find out how they make a decision of transformation. According to the analyses of these two cases, the study has got the following conclusions： 1.The collection of empirical indexes of enterprise learning ability (ELA). 2.The pressure of enterprise transformation will influence the option of transformation strategy. The smaller the pressure is , the bigger the chance for the enterprise choosing aggressive way to transform would be. On the contrary, the bigger the presser is , the bigger the chance for the enterprise choosing conservative way to withdraw would be. 3.The performance of ELA will influence the option of enterprise transformation strategy. The stronger the ELA is , the bigger the chance for the enterprise choosing aggressive way to transform would be. On the contrary, the weaker the ELA is , the bigger the chance for the enterprise choosing conservative way to withdraw would be. 4.The formula of enterprise learning pressure proves the existence of simple mathematical relevance among ELA, the characteristics of objective industrial knowledge and the pressure of enterprise transformation. 5.The decision-making formula of the option of enterprise transformation strategy. As a result , this research indicates that an enterprise making transformation decision should never neglect the fact whether its ELA could undertake the characteristics of objective industrial knowledge or not . This research suggests that enterprises facing transformation pressure from the characteristics of objective industrial knowledge had better take their learning ability into consideration , and finally make a rational choice of transformation strategy to meet their best needs. In addition , this research recommends that enterprises might use “Enterprise Learning Ability System (ELAS)” i.e. “SOFA model” to construct or strengthen their learning ability in order to cope with countless challenge in the future.

Magistro baigiamojo darbo objektas – informacijos vadyba, žinių vadyba, Lietuvos Vyriausybinės organizacijos. Darbo tikslas – ištirti informacijos vadybą ir žinių vadybą Lietuvos Vyriausybinėse organizacijose. Darbo uždaviniai: atskleisti informacijos vadybos ir žinių vadybos sąvokas; išanalizuoti informacijos vadybos ir žinių vadybos dedamuosius; ištirti informacijos vadybos ir žinių vadybos taikymą Lietuvos Vyriausybinėse organizacijose. Naudojantis mokslinės literatūros analizės, apibendrinimo metodais prieita prie išvados, kad Lietuvos Vyriausybinėse organizacijose informacijos ir žinių vadyba yra taikoma, bet nėra tikslingai valdoma. Išskirti tam tikri padaliniai ir (ar) atskiri asmenys, atsakingi už visų informacijos ir žinių vadybos procesų ar jų dalį funkcionavimą organizacijose. Nepaisant to, kad informacijos ir žinių vadybos potenciali organizacijai suteikiama nauda Lietuvos Vyriausybinėse organizacijose nėra suvokta, tačiau jos jau dabar turi tvirtą pagrindą informacijos ir žinių vadybos vystymuisi ir klestėjimui. Šis mokslinis magistro darbas bus naudingas tiek mokslininkams, tiek praktikams, o taip pat visiems besidomintiems informacijos ir žinių vadybos tematika teoriniu bei praktiniu aspektais. / The object – information management, knowledge management, the Lithuanian governmental organizations. The main goal of this scientific Master Diploma work – to explore the information and knowledge management in the Lithuanian governmental organizations. Objectives – to uncover the definitions of information and knowledge management; to explore the components of the information and knowledge management; to examine the use of the information and knowledge management in the Lithuanian governmental organizations. Using the analysis or scientific literature and the generalization methods the information and knowledge management were examined in the Lithuanian governmental organizations. It was discovered, that the information and knowledge management are already being used in the governmental organizations, though they are not being properly managed. There are separate departments, responsible for the work of the information and knowledge management’s processes or at least part of them. Despite everything, the true value of the information and knowledge management is not yet recognized by the Lithuanian governmental organizations, though even now there is a steady foundation for the development and prosperity of the information and knowledge management. This scientific work could be useful for those interested into the theory and practices of using the information and knowledge management.