Sammanslagning av myndigheter : Ur projektledarnas perspektiv
| Autor: | Salomaa, Pauliina |
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| Jazyk: | švédština |
| Rok vydání: | 2023 |
| Předmět: | |
| Druh dokumentu: | Text |
| Popis: | Många sammanslagningar av myndigheter har skett utifrån beslut av regeringen. Anledningarna till dessa har skiftat, men några vanliga anledningar har varit att öka effektiviteten, förbättra styrningen, öka flexibilitet osv. Syftet med studien var att ta reda på hur projektledarna till sammanslagningsprojekt upplevde processen. 10 projektledare intervjuades och insamlade data tematiserades. Resultaten visade att de flesta projekt initierats av ett regeringsbeslut om att slå ihop myndigheter, i många fall sökte personalen tjänster i den nya myndigheten, i andra fall var personalen garanterade en tjänst i den nya myndigheten. Det fanns en generell förväntan inför sammanslagningen, ledarskapet påverkade processen och det fanns kulturella skillnader i de olika myndigheterna. Resultaten diskuterades med utgångpunkt i olika teorier kring grupprocesser, motivation, delaktighet och ledarskap. Det saknas ytterligare forskning, speciellt longitudinella studier, för att få svar på hur medarbetarnas mognad och motivation påverkats under tiden och några år efter att projektet sammanslagningar genomförts. Several mergers of state-run agencies were the result of government decisions. The reasons for these have shifted, but some common reasons identified have been to improve efficiency, exercise better governance and increase flexibility. The purpose of this research is to examine how the project managers challenged the process of the mergers. 10 project managers were interviewed, and the collected data was categorized into separate themes. The results showed that most projects were initiated by a government decision to merge these state-run agencies. Furthermore, in many cases staff sought new career opportunities in the amalgamated agency. In some cases, staff were even guaranteed a position in the amalgamated agency. It was revealed that there was a general expectation for the merger, leadership affected the process and there were challenges marrying the differences in culture between the agencies. The results are discussed with the starting with the different theories about group processes, then onto motivations, participation and lastly leadership. It is clear there is a lack of research in the mergers of state-run agencies, especially longitudinal studies to find out how employees' maturity and motivation were affected throughout the process, and a lack of post-mortem review in the years following the project completion. |
| Databáze: | Networked Digital Library of Theses & Dissertations |
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