Co-Management in a Change Process

Louise Odgaard Nielsen

Student thesis: Master thesis

Abstract

Changes are part of the everyday life of organizations, and these happen because organizations must consider internal and external requirements. This means that changes occur continuously, and in order to accommodate continuous changes, organizations must change both on the structural, strategical and the individual level. It is the individuals that form the organization, without them there will be no organization. A change does not occur in an organization before the individuals have accepted the change. Comanagement is a way where both individuals and the organization can gather as a whole in a change process. Co-management is a style of management and a set of conduct rules for leader and employee. In comanagement, it is in the co-creation and in the learning environment that both the individual and the organization can change together and individually. Co-management is relevant to investigate in relation to a change process, because co-management is a way in which the individual work in co-creation and in a mutual manner, and thus being a partner and actively involved in the changes the organization is facing. Through this form of work, it is easier for individuals to navigate in the continuous changes and contribute constructively to the organization as a whole. The examination of co-management in a change process takes place exploratory through a multiple case study of the University of Copenhagen, Vendsyssel Historical Museum, NavAir and Topdanmark. The empirical data of this thesis is qualitative and consist of semi structured research interview at the leader/chief/executive and employee level, which is done to meet the mutual relationship that is important in relation to co-management, and two interventions with the executive, leaders and clerical staff at Vendsyssel Historical Museum. My findings suggest that co-management is expressed in a change process by manager and employee working mutually collaboratively together, and they have a constant dialogue about the common direction, how it is managed, what happens, why this and what is important now and in the long run? In this way, the change process is created jointly, and when everyone actively participates as co-manager, a change process can proceed very fast, and in that way, have a positive effect. This means that co-management makes a process of change less complicated because the leader and employee are in the process collaboratively. In a change process, the effect co-management creates learning and new knowledge because of the working method of co-management.

EducationsMSc in Psychology, (Graduate Programme) Final Thesis
LanguageDanish
Publication date2017
Number of pages95