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Det är inte bara att lägga schema: implementeringsformer vid in- och genomförande av flexibla arbetstidsmodeller i kommunernas sociala omsorgsverksamheter
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
2007 (Swedish)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This dissertation proceeds from studies of introduction and realization of flexible working hour models in municipal social care. It includes two empiric studies, the deep study that covers one flexible working hour model that has been realized in one municipality's care administration. flexible working hour model that has been realized in municipality's care administration. The target groups have been the elder and people with varying disabilities. In the overall study that has been carried out in eight different municipalities in Sweden, only the care of the elderly has been covered.The purpose of my dissertation is to describe from an employee perspective the processes that the introduction and realization of flexible working hour models within the social care has contributed to, and to problemize these processes from theories about flexibility, participation, class and gender. The methods I have used are based upon the participation of all in equal democratic dialogues, an interactive approache. I have met the participants in various constellations, in the beginning of the process in homogeneous groups and finally in heterogeneous groups. The participants represented the hierarchical order in the organization, from employees and managers to politicians, and we were all there on equal terms. Reflected dialogue/research circles, participatory observations and interviews are the qualitative methods I have used in my ambitions to participate in the creation of new mutual knowledge.In relation with the deep and overall study four different forms of implementations has arisen.* Politicians and/or administration management has taken the initiative but superpose the responsibility of realization on the individuals in the organization - top/down (1)* Politicians and/or administration management has taken the initiative and has a introduction and realization structure for how the re-organization is to proceed - top/down (2)* The staff has themselves taken the initiative for the introduction or sought existing employment - bottom/up* Politicians has taken the initiative and created an organization with self-management - initiative from the top but democratically builtThe form of implementation has shown to have a big influence and consequence for the processes that arise with the introduction and realization of the different work hour models. The different kinds of democracy that belongs to the implementation forms are: no democracy, apparent-, representative- and direct democracy. Forms of flexibility that appears are the self centred, the tide up, the considerate and the solidarity flexibility.Most of the problems and dilemmas pointed out in this dissertation can be referred to the discussion about top-down or bottom-up organizational forms. Despite visions of more democratic organizational forms management and politicians still adopt a top-down approach. Out of the working groups in the survey study, there are only a few who in practice have come close to democratic organizational forms. Even fewer are the groups who have adopted a user democracy.

Abstract [sv]

Detta är en avhandling som på ett interaktivt sätt har följt och kommunicerat in- och genomförandeprocesserna av flexibla arbetstidesmodeller i åtta kommuners social omsorgsverksamheter, med ett personalperspektiv som fokus. Teorier om delaktighet, klass, kön och flexibilitet är de utgångspunkter som har fungerat som bollplank och som har försjupats. Fyra olika implementeringsformer har framträtt. Dessa påverkar in- och genomförandet i hög grad. Avhandlingen visar i flera delar på en tydlig diskrepans mellan uttalade visioner och konkreta handlingar. Trots visioner om mer demokratiska organisationsformer används i hög grad auktoritära strukturer som medför återkommande dilemman inom organisationen.

Place, publisher, year, edition, pages
Luleå: Luleå tekniska universitet, 2007. , 230 p.
Series
Doctoral thesis / Luleå University of Technology 1 jan 1997 → …, ISSN 1402-1544 ; 2007:35
Research subject
Man Machine Relation Focusing Gender
Identifiers
URN: urn:nbn:se:ltu:diva-17946Local ID: 5fa60be0-66ba-11dc-a0c3-000ea68e967bOAI: oai:DiVA.org:ltu-17946DiVA: diva2:990952
Note
Godkänd; 2007; 20070919 (biem)Available from: 2016-09-29 Created: 2016-09-29Bibliographically approved

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