Danish daycare institutions are met with greater demands and the terms have changed significantly. Particularly so in Gladsaxe Municipality, and as a consequence, its public daycare offerings have been restructured and initiatives born out of New Public Management have been introduced. One of the new initiatives is area management, introduced to ensure that management of daycare institutions is professionalized. This entails an increased focus on balanced budgets, common objectives, clear results and how we can best service our citizens. As an area manager for five different daycare institutions in Gladsaxe, it is my responsibility to ensure that we meet the standards outlined above. In that regard, I would like to examine the following: How can I translate my managerial beliefs to the individual managers of the five different daycare institutions and ensure that they navigate consciously in different management paradigms as opposed to unreflectively adopting the paradigm they feel most comfortable with? My theoretical approach is based on Leon Lerborg’s book, “Styringsparadigmer I den offentlige sektor” (2013) and Kjell Arne Røvik’s book, ”Trender og translasjoner” (2007). Lerborg’s work has helped me carry out a nuanced analysis, exploring whether or not my daycare institution managers are able to navigate the different management paradigms, as well as which paradigms they prefer - thus enabling me to answer my research question. Røvik’s work has helped me identify how my translations influence the way in which the individual managers of the five daycare institutions translate my managerial beliefs to their employees. His work has provided knowledge about direction, loyalty and how ideas and initiatives can change and transform when they are filtered through different managerial levels. In my conclusion, I argue that the managers of the daycare institutions are able to navigate within the different management paradigms, but that they demonstrate a preference for the “softer” paradigms, whereas some of the stricter paradigms are not explored. Moreover, within the “soft” paradigms, meaningfulness is key to understanding the individual managers and their translations. They all express that meaningfulness and creation are important to them when they lead. Seeing these people are completely different individuals and different things may feel meaningful to each of them, it is only natural that they translate things in their own unique ways - even though they share many values. This may cause dilemmas, insofar that their pursuit of meaningfulness becomes a barrier to adopting new ideas and initiatives that are introduced at a higher managerial level. The conclusion argues that the managers are all very loyal and take their managerial responsibilities seriously, working focused to create the best results for citizens. It also argues that daycare institution managers are in an ideal position when it comes to translating management ideas into practice. The true challenge will be to convince the managers to focus on “the bigger picture” of Gladsaxe Municipality’s childcare offerings when pursuing meaningfulness in their everyday work.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||51|
|Supervisors||Søren Obed Madsen|