I am chief consultant at an emergency department. We have a collaboration with 8 municipalities and a catchment area of 330 000 citizens. In my master’s thesis, I have analyzed both official documents and interviews with managers positioned in both the primary and the secondary health care system. My aim is to examine what room for maneuver arises when management is conducted across organizations, including what managerial paradoxes are created, and how they are handled. I find that the space of opportunity is plastic, as it is up for constant negotiation. Management takes place most effectively through relationbased networks. There is an overall paradox embedded in the fact that the organizations are still subject to financial management, which stems from an NPM idea, all the while wanting an organizational view based on the NPG paradigm. This gives rise to the fact, that as a leader you must be able to switch between two worlds - an idealistic world and a realistic world - so as not to undermine your own organization. My personal management development in connection with the MPG study and my master’s thesis, has made me understand that my management practice is based on a theory of hacking codes and handling paradoxes, and that the space of opportunity is based on a constructivist reality.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||49|