If management is communication, giving the different perceptions of how one can fathom the concept of communication a closer look becomes interesting in the context of change management and change communication in a local government reform. Denmark has recently gone through a widescale local government reform changing the number of municipalities from 271 to 98. During this reform focus has been on management and communication, and this is thus the focus of this thesis. The overall focus lies on the main concepts: communication, change and organisation. The point of departure for the thesis is a description of the different perceptions of communication. Hereafter two frequently used and representative means of communication in regards to change management literature are analyzed using Michel Foucault’s concept of governmentality. The analysis shows that these two management approaches use a hermeneutic perception of communication and the challenges this entails. This analysis is followed by a similar analysis of how the leaders of Silkeborg municipality have used this approach to communicate their new mission, vision and set of values for the post‐reform municipality. The aim of the two analyses is to shed light on how management literature is shaping the ways to govern by its perception of communication and how this is seen in practice. Thirdly the thesis shows another and radically different approach to communication in the field of management; Niklas Luhmann’s perception of communication. The aim is to show that by perceiving communication from this perspective, other areas of management becomes important and this insight might give municipal leaders other means to tackle the challenge that is communicating a fusion. The conclusion is that using a hermeneutic approach to communication, you assume that communication is possible and doable, and that you can communicate a message from the top and downwards in an organisation and thus change the behaviour of others. By using Niklas Luhmann’s perspective you can prepare yourself as a leader to the possibility that your message might not come across the way you wanted it to, and perhaps does not come across at all. Management in this perspective comes down to creating room for decision‐making and basis for adoption of communication.
|Educations||MSocSc in Political Communication and Managment, (Graduate Programme) Final Thesis|
|Number of pages||92|