The focus of this assignment is to investigate how the ”360 degree management evaluation 2015” (LE15) of The Capital Region is being received. The starting point of our assignment has been to research the opinions of head and ward nurses at Copenhagen University Hospital. We are focusing on, how head- and ward nurses are experiencing the follow-ups and effects from the management evaluations as well as how the purpose of the Capital Region’s evaluation was fulfilled. The methods used for this investigation were in the form of a questionnaire and interviews, where we obtained seven qualitative interviews from key management. We mailed the electronic questionnaire via Enalyzer to all 162 head and ward nurses at Copenhagen University Hospital. We received 96 responses, yielding a response rate of 59.3%. Based on these responses, we zoomed in on four managers – one head nurse and one ward nurse with mainly positive opinions toward management evaluations – and one head nurse and one ward nurse who have voiced lesser positive opinions on the subject matter. These four managers represent the main outliers (variation) with regards to our responses. Apart from this, we also interviewed a senior executive from the hospital administration team, a senior HR executive and an administrative senior executive from the Capital Region. We designed individualized, semi structural questionnaires with themes around LE15. We taped all the interviews and we later coded them. The purpose of the interviews is to have a more in-depth understanding of the responses. We wanted to have a better perspective of the evaluation of LE15. Our results indicate that the follow-up of LE15 are done very differently. Senior executives are less likely to complete follow-ups on direct reports and on own performance. Middle management requested more engagement and interest from senior management and perceived a “gap”. We also found that one out of four managers thought that LE15 improved their own professional managerial development although they couldn’t immediately see the effect on their closest senior manager. Often this was based on lack of knowledge of the results of senior management and lack of dialogue. Those managers, who show the greatest effect of their managerial development, received feedback and coaching regarding their management (style), when discussing their results with subordinates and closest senior manager. LE15 contributed with a tool as well. Those managers, who didn’t experience any effect, have not had dialogues with their immediate senior manager and communication around results to subordinates mostly was a one-way communication in the form of a chat. It was also their perception that the questions asked, were not relevant to their daily functions, they did not believe the questions made much sense to them. If management evaluation has to make sense, the organization needs to be part of the process early on and prepare for the change. Involvement and support from senior management is needed. There should be clear communication of the purpose of evaluations. Senior management must play a key role and members of the senior management need to be visible at all levels of the organization, in order to create purpose and understanding. It is essential to translate the strategy into tangible objectives and activities at all levels, for the management toolbox to be relevant. In dynamic and complex organizations, there is a different need for 360 degree management evaluation. Based on the finding from our assignment, a more developed evaluation as an integrated and ongoing process is needed with feedback loops, more involvement and more customized to the individual managers and organization, as this will create a better outcome for every team member involved.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||158|