The subject of my master’s thesis is management of networks in the public sector. I explore which opportunities new social management technology brings to leadership when tasked with leading progress and improvements in the social sector. In the social sector publicly financed support is provided to citizens with complex problems related to social vulnerability, poverty and reduced functional capacity. Characteristics of the social sector, to mention a few, are accelerated production of knowledge, diagnoses and welfare technology. At the same time, it is a challenge that the available must be allocated to still more citizens, and that the segregation from the normal range is increased. Leaders in the public sector must navigate in an environment characterised by a multitude of processes and discourse, through which they are expected to ease wicked problems. The problems are identifiable, but it is challenging to exercise coherent and sustainable leadership. There are several barriers that need to be overcome to meet the expectations of citizens and politicians. These barriers include changing political priorities and declining social budgets combined with demands for structural change and the organisational adjustment needed to adapt to these changes. As a result, the leaders in the public sector express increasing uncertainty about the future, and the citizens they serve experience increased fragmentation when they interact with the public sector. Based on three theoretical perspectives on network management, in the first part of my thesis, I explore the potential of the network meeting as a technology for social management. The three perspectives explore the potential of the network meeting in aspects spanning from distance management to micromanagement in leadership. All three perspectives point to leadership as inclusive, in a retaining, a softening, or an emerging position. When the leadership creates an inclusive environment, a new division of responsibilities is made possible, for example defining a task, solving it, and translating it into a new local narrative.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||55|
|Supervisors||Christa Breum Amhøj|