Sundhedsplan 2020

Abstract

This paper intends to examine the Health Plan 2020 with a special focus on how my personal management abilities are perceived and applied in a diverse method. Master Thesis: What will it take for me in order to develop personally and the organisation, in a way that I will lead and manage diversely? The Danish healthcare is facing a tremendous pressure. The challenge concerning to sort out expenditures, while simultaneously responding to the increasing demand for health services is an essential task in the years to come. Therefore, I have chosen to look at the Health Plan 2020 which the local council of Taarnby Municipality has chosen to do. With this plan, the municipality wishes to help, in order to ensure that the citizens live a long and healthy life by preventing lifestyle diseases, by fighting inequalities in the healthcare, and prioritize the actions that actually do work. The ambition of the Health Plan 2020 is to incorporate the health initiatives across administrations, departments, with citizens, with unions and with the volunteers. Three coordinating teams have been designated, and their task is to coordinate the implementation efforts. The purpose of this master thesis is to elucidate and analyze the impact of the implementation of the plan, in order to be prepared for the achievement of the general plan, knowing that I am bias of the organization. In order to analyse the organization, I will be using the Mintzberg theory, which describes the six fundamental forms of organizations. In addition, Galbraith’s star model and the concept of isomorphism will be relevant. There will be a part evaluation of the implementation. Additionally, there will also be conducted a semi-structured focus group interview with members of the three coordination groups. An employee implements these, and I have a participating observing role, while I subsequently analyse the interviews. The purpose of participating in the group interviews is to try identifying certain concepts that can be generalized to the next round of interviews. These key concepts will guide my future quest to identify themes and will be followed by individual interviews, for the purpose of clarifying and expanding eventual new themes. My approach to the process will include a combination of induction and hypothetical deduction. The concepts my analysed is based on are: innovation and diversity, citizen-centered innovation, self-management and coaching as a management tool. I will hereafter continue to look at the management development and personal leadership. For the analysis, I use the interviews my fellow students and I previously have made with my staff, concerning my management style. My intention is to generate some assumptions about the leadership development and personal that needs to be visible, when leaders practice leadership. The concepts I will use for the analysis are: self-management and the self-managing citizen. The next step is to produce individual interviews. I am going to define my interviewees as three representatives in one of the coordination groups. The concepts I am going to use while analysing will be: co-creation, protreptic and polyphony. Throughout the thesis, I will use observation and reflection in which I create to myself and while also observing my actions from a distance, asking myself questions, engaging with my personal thoughts and feelings and explore the problem area. To be able to lead diversely I find that it requires that the manager has a management analytical approach that will generate a management competence through the use of including a critical and reflexive observation position. This would also contribute to a transformation of the perceived, firstorder observation and rise from a management definition to an analytical management reflection. On this second-order level, we do not solely manage the diversity but our management of it. We do not just do it or think about how we do it. We think about what it is like. We think about what we do – and thus if we could do it differently. The results ultimately show that what is needed to be able to manage diversely, is to me, an organization that understands that management takes place at the interface between different and often conflicting logics. A polyphonic leadership must familiarize itself and take into account the many divergent rationales and frameworks that surround the organization, while shaping it through a managerial disposition. A polyphonic leadership is truly about making a decision, concerning which rationale any given decision must be taken in. Management becomes a decision of the second order