In the field of home care, the management trends from New Public Management have amongst other been expressed in the implementation of the Orderer-Executer-Receiver model (Danish: BUM models). When using the BUM model the visitation (B) allocates the assistance to the citizen, the private or municipal supplier of home care delivers the assistance (U) and the citizen receives the assistance (M). The assistance is often allocated on a relatively detailed level (e.g. hair wash, washing, dressing and undressing) and the Executer (like the municipal home care service) is carrying out a comprehensive registration of the deliverance. The home care employees register e.g. that the allocated services have been delivered. They perform a detailed registration of their time spent by recording meeting time when starting work, meetings, deviations and the time delivered to each citizen, when the employee enters or leaves the home of the citizen. During the past years some municipalities have changed to more simple models where the services are allocated on an overall level and the registration of time spent and delivered services has been abolished or significantly reduced. The simplification has, among other things, happened on the basis of the ambitions that quality and productivity can be improved through simplified management, which consists of more trust-based management and increased professional space for the front staff. In this paper we are investigating how managers in the home care of two municipalities interpret trust and strategic self-management, when one municipality has detailed management and the other municipality has simplified management. We have made qualitative interviews with two managers and one employee from each home care unit in one municipality with simplified management and one municipality with detailed management respectively. The interview questions focused on how the managers are exercising trust and strategic self-management in their management. Furthermore we asked questions about how the informants experience the management in their organization. We have analysed data using the theory on trust by Thygesen et al. and Kristensen and Petersen’s theory on strategic self-management. In addition we have used Røvik’s theory on interpretation competences as a tool to examine the interpretation. In the project we find no differences in the interpretation of trust and strategic self-management between managers using a detailed management model and managers using a more simple management model. The detail level of the management model seems not to have influence on the management approach in relation to the interpretation of trust and strategic self-management. Even though the formal governance framework is more detailed in one of the municipalities than in the other, the management is interpreted with the same degree of freedom in both municipalities. The hierarchical organizational structure in both municipalities seems to restrict the managers in their management of “themselves” and the employees’ strategically self-management. In addition the leaders make their own interpretation of trust that is linked to the understanding of trust of the employees, where they equate acknowledgement with praise. There are signs of a wider interpretation in practice in the stories about their management approach, but they do not verbalize this.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||84|