Styringsmæssige kvaler og potentialer i tværgående forandringsprocesser. (Danish)
In: Økonomi & Politik, Jg. 96 (2023-06-01), Heft 2, S. 86-107
Online
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Zugriff:
One of the major challenges for public leaders is to create better connections and coordination in efforts for vulnerable citizens. Division into specialized functions and departments challenges a holistic effort. How can management best support and manage a transversal change process? The article sheds light on this issue with a particular focus on the importance of the governance set-up and management's own behavior in the change process. According to the change literature, change processes succeed best in a transversal project structure with a combination of top-down and bottom-up approaches. This organization ensures maneuverable management and decisions based on a broad knowledge base. At the same time, the research literature points out that the change rarely resembles the original idea of change, but that the change is conditioned by translations of meaning. The empirical case in this article is based on a municipality's transversal change process, where the management has based management on common recommendations on set-up and involvement. The study shows, among other things, that the bottom-up approach succeeds in delivering inputs to the management, but the effect is dependent on the management acting via decisions and clarifying and correcting the meaning of the change idea. [ABSTRACT FROM AUTHOR]
En af de store udfordringer for offentlige ledere er at skabe bedre sammenhænge og koordinering i indsatsen for udsatte borgere. Opdeling i specialiserede funktioner og afdelinger udfordrer en helhedsorienteret indsats. Hvordan kan ledelsen bedst understøtte og styre en tværgående forandringsproces? Artiklen belyser dette spørgsmål med særligt fokus på betydningen af styringens set-up og ledelsens egen adfærd i forandringsprocessen. Ifølge forandringslitteraturen lykkes forandringsprocesser bedst i en tværgående projektstruktur med kombination af top-down og bottom-up-tilgang. Denne organisering sikrer manøvredygtig styring og beslutninger på et bredt vidensgrundlag. Samtidigt peger forskningslitteraturen på, at forandringen sjældent ligner den oprindelige forandringsidé, men at forandringen er betinget af meningsoversættelser. Den empiriske case i denne artikel er baseret på en kommunes tværgående forandringsproces, hvor ledelsen styringsmæssigt har taget afsæt i gængse anbefalinger om set-up og inddragelse. Undersøgelsen viser bl.a., at bottom-up-tilgangen lykkes med at levere inputs til ledelsen, men virkningen er afhængig af, at ledelsen handler via beslutninger og afklarer og korrigerer meningen med forandringsidéen. [ABSTRACT FROM AUTHOR]
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Titel: |
Styringsmæssige kvaler og potentialer i tværgående forandringsprocesser. (Danish)
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Autor/in / Beteiligte Person: | ØRNSKOV, CHARLOTTE ; RASMUSSE, BO MORTHORST ; BECK, ANNE-MARIE TYROLL |
Link: | |
Zeitschrift: | Økonomi & Politik, Jg. 96 (2023-06-01), Heft 2, S. 86-107 |
Veröffentlichung: | 2023 |
Medientyp: | academicJournal |
ISSN: | 0030-1906 (print) |
DOI: | 10.7146/okonomi-og-politik.v96i2.140252 |
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