The decision to examine management challenges in The Capital Region of Denmark comes from a fundamental question on how Denmark's largest region with 36,000 employees, and with the responsibility to carry out health tasks for 1.7 million people, tackles the impossibility to define and control management from a single management policy. The thesis looks into the managerial issues that arise when The Capital Region makes a 360-degree evaluation of all the leaders in the region. The perspective that the analytical interest is based on, comes from an observation of the management evaluation, as a complex and arbitrary management tool that cannot be reduced to a certain causality with a concrete result. The thesis has two basic analytic interests. The first is to examine how management evaluation as an organizational tool works with the complexity that the concept of leadership brings. The next analytical interest is an extension of the first, and seeks to describe the interpretation framework that appears in the work of management evaluation and the horizon of possibilities that it creates for management. This is done from a post-structural point of view with ideas and theories from Michel Foucault and Niklas Luhmann. Both parts of the analysis concludes that a restricted number of specific sensemaking operations fixates management contingency, and that their multiplicity creates new management complexity. Furthermore it is highlighted how the Foucauldian sense of disciplinary power observation of the leader shares features of the Luhmannian codes of economic and politics in the observations of management evaluation and how the Focauldian sense of pastoral subjectivation of the leader also contains features from the Luhmannians code of intimacy in the observation of the leader, and finally how the Foucauldian sense of self-technology and subjectivation also appears in the Luhmannian code of education in the observation of the leader. When the management evaluation is seen from a first -order observation, it can provide an impossibility where it is continuously discussed which horizon of meaning is the dominant one. In contrast, a second -order perspective observes the plurality of logics as a possible increase in leadership opportunities as it allows management to be relevant in several ways.
|Educations||MSocSc in Political Communication and Managment, (Graduate Programme) Final Thesis|
|Number of pages||77|