This thesis focuses on the structural managerial change which Egedal Municipality has undergone and in this the different public paradigms which are a result of this. My main motivation for exploring the structural change at Egedal Municipality which took place in the Spring 2012 is however, that I have a particular focus on how our organisation has been redesigned, where structure, culture and managing are triangles which I see as the most important elements in working together and achieving success, here one year later in the Spring 2013. The aim of the study is to describe and characterise the change of the organization at Egedal Municipality, as well as looking at how the change of the organization redeems the ambition to create a layer of the foundation of change in a mixture of structure, culture and management. At the same time I would like to look at the estimate and the evaluation as to which the extension of the change of the organisation has succeeded. Finally, I will analyse the results of the above. An analysis, which examines deeper and tries to explain how the managing connection and coherence of the structure adjustment and the culture adjustment have co-operated to the desired effect or non-desired effect. In addition to this I wish to look at how my management prospective can develop and other managing perspectives could be included in this process. In order to make an educated and researched conclusion to my problem theoretical and empirical research will be carried out. The theoretical framework is based on 4 theoretical approaches, 4/6 steering paradigm, 5 trends in the 21st Century. Furthermore the Strategic Arena theory and finally the measures by evaluation. In this connection I will make use of empirical and qualitative/quantitative studies. The 4/6 steering paradigms and the 5 trends analysis describe the characteristics of the change of the organisation at Egedal Municipality. We hereby see that the organisation changes from the special professional paradigm to New Public Management paradigm during the period together with only 2 trends are in clear play, “re-hierarchy” which is the movement away from managing to a steering increase at the top management level. A specific radical economy which is indeed NPM, where we observe result steering, economic steering, top-down steering and so forth. Other trends which are not so specific are for instance off bureaucratic and from “silo” to process based organization. The last trend which I have mentioned is one of the central goals for the structural change of the organisation. Strategic Arena theory analyses on what level the matter is approached and discussed. We see that some of the Strategic Arenas are specific in use, which are the Strategic arena for politics and the Strategic arena for production The empirical research consists of questionnaires at the top management level which include 3 top directors and 10 top managers. Questionnaires were given to 8 colleagues who increase self-rafting by value as well as valuation. Two Semi-structured interviews with 2 of the top managers, one manager who has accepted and submitted tasks and staff and one top manager whose tasks and staff remain unchanged after the structural change. Lastly I have carried out a focus group interview where 6 colleagues participated for approximately one hour. Based on the result of the theoretical and empirical research, it can be concluded that the structural change of the organisation has had a limited goal effect by the top managers as well as by the focus group participants. It was surprising that the score by the top managers was with some variations, such as 2 -3 top managers was extreme negative by all 12 statement of the change of the organization. Therefore it was important to interview the 2 top managers to get their view on the change, and to get their feedback and experience. It was equally important to have the feedback and experience of 6 colleagues. The conclusion was that they did not receive the communication from the top level which means that communication down through the system has not worked successfully. The outcome of this fact was surprising too. Furthermore, employees may be curious about what is happening in the organisation and in this connection not remain passive. From this thesis I have found that communication at all levels as well as between levels is of utmost importance in our organisation. Equally it is necessary to settle with the professional paradigms and move to more project-oriented paradigms.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||63|