The Danish welfare model is under pressure. Some people would even say in crisis. This is due to many factors. One, is the demographic changes in the coming generations, and the foundations of the welfare state, which is public willingness to having to contribute through taxes, are pushed through a heavy tax burden. We need to find other ways of organizing the production of welfare facilities, which may mean showdown with decades of leadership and governance, but also with the trade professionals traditional roles and tasks. The structural and financial reforms in 2007 wore 2 of the most radical reforms of the public sector in Denmark ever. The reforms have resulted in significant changes for the institutional governance, and indirectly to the employees for the performance of tasks. Virtually all public welfareservices are provided by people for people. It is therefore essential for the quality of the public service that it`s delivered by motivated and qualified employees. Reforms affecting governance, but does it also affect the employees motivation and assignment? This task focuses on a welfareservice in one specific institution; UUC Maglemosen, but similar development can probably be found in many other specialized institutions across the country. Conditions for the management of UUC Maglemosen since 2007 as amended by the foundation of the institution's operations now only on fare revenue and due to establishment of new public institutions and private promoters there is now 40 competitors in a geographical area in which UUC Maglemosen previously had a monopoly. New external stakeholders in the running of the institution requires solid documentation of performance. The Management at UUC Maglemosen has implemented significant changes for the employees in the work of documentation the performance through a studentplan, and has provided new and more stringent academic requirements for employee assignments of the student plans. The described management conditions differ from the intentions of the reforms in several areas; A desired unitary authority and finance responsibility which in fact on the has been multipronged due external stakeholders and supervisors' power to determine whether the student belonging to the target group, and thus has the right to education and a marketbased framework to ensure a costeffective operation, which in a market requires transparency and comparability. For the institution, the more complex operating conditions resulted in a need for a strong documentation tool that is based on the wishes of the external stakeholders, and not in the didactic and pedagogical considerations, which hitherto has been the basis for the work. Management at UUC Maglemosen has introduced a new concept of the studentplan requiring standardization which is a change of the traditional academic traditions. A change in management of the institution can have affected employee motivation and thereby the production of welfareserivce. Based on this study, I hope to be able to organize further organizational development in change of the student plan from being an internal tool to a tool for documentation of performance to external stakeholders in a way that preserve the employees motivation The task I want to explore is: "The thesis seeks answers on how changes in managementconditions for UUC Maglemosen has changed the employees motivation and practice, as illustrated by the changes in the work of the studentplan, and how the organizational development going forward should be organized” About governance it can be concluded that the shift in conditions has influenced UUC Maglemosen so that the basis for the operation now is in the form of competitive tendering. The payment controls the price, and the studentplan controls performance. It can be concluded that employees have understood and accepted the reasons for the changes. Employees understand and agree in the external stakeholders' demands on documentation. It can be concluded that the reforms has resulted in changing the requirements and that the changes has affected the employees` work and motivation, which has resulted in developing of new forms of cooperation.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||57|