In this thesis, I will study the collaboration between hospitals and the administrative centres of the Capital Region of Denmark. I will focus on the understandings of collaboration from three levels in the organization: Representatives from the unit leaders in the hospitals, the chiefs of staff in the hospitals and the unit leaders in the administrative centres. The interviewed representatives are from Bispebjerg and Frederiksberg Hospital, Centre for Financial Affairs and Centre for Health. In order to understand how to qualify the collaboration between the hospitals and the administrative centres, I have listened to and analysed the following aspects: 1. The organization around the collaboration. 2. The factors, which challenges the collaboration. 3. The factors, which motivates the collaboration. The three aspects investigate the collaboration from each different theoretical perspective: Collaboration as a Structure, Collaboration as a Process and Collaboration as a Culture. What seem to qualify the collaboration according to this study is the teamwork build on common professional interests and adjustments of available resources for the task across units. The division of assignments between staff functions in the hospital and the hospital units seems clear, while the assignments shared between the hospitals and administrative centres seem slightly unclear. Furthermore the different levels, experience that assignments are being redistributed, but without the required resources. The representatives face a great focus on productivity from the politicians and the top management. There is a general wish for more support - rather than standardizations - given to the hospital units both with core administrative competencies and allocation of resources, mainly in form of manpower. By evaluating the stories and language from the interviews, it can be elucidated that the collaboration is based on a culture, which is build on the conservation of organizational autonomy. The thesis shows, that the three levels analysed are more or less independent of each other and the teamwork is in general experienced as a challenge, especially when the associations are affected by demands that is interpreted as conflicting.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||83|