Suchergebnisse

The book called "Inhimillinen ja tehokas sosiaali- ja terveysjohtaminen"(Humane and effective social- and health management) gathers together vital debate on social and health management and its needs both in current and future organisations. The perspectives presented in the book are networks, structures, interaction, professional expertise, couture of knowledge, meaningfulness of work, competence, diversity and experience. The book is edited by Antti Syväjärvi and Ville Pietiläinen. - Kirja haastaa pohtimaan sosiaali- ja terveysjohtamisen ajankohtaisia kysymyksiä, jotka asemoituvat toimialan uudistumiseen ja etenkin toimialan organisaatioiden johtamiseen. Teos käsittelee johtamiseen liittyviä uudistustarpeita, mutta myös johtamiseen linkittyviä teemoja kuten verkostoja, rakenteita, vuorovaikutusta, ammatillista asiantuntijuutta, tietokulttuuria, työn mielekkyyttä, kyvykkyyttä, monimuotoisuutta ja kokemuksellisuutta. Inhimillisesti tehokasta sosiaali- ja terveydenhuollon johtamista pidetään helposti ristiriitaisena, koska inhimillinen ja tehokas koetaan usein toisilleen vastakkaisiksi ulottuvuuksiksi. Molemmille on kuitenkin nähtävissä synkroninen tilaus kehittyvässä sosiaali- ja terveydenhuollossa. Teoksessa tarjotaan oivalluksia, kuinka inhimillisyys ja tehokkuus voidaan samanaikaisesti huomioida sosiaali- ja terveysjohtamisessa.
Kirja sopii sosiaali- ja terveysalan johtajille, johtajaksi hakeutuville tai johtamista opiskeleville. Kirja koostuu mielenkiintoisista luvuista, joita ovat kirjoittaneet alan tutkijat eri tutkimuslaitoksista painottaen myös käytännön antia johtamiselle. Kirja on syntynyt Työsuojelurahaston, Lapin ja Pohjois-Pohjanmaan sairaanhoitopiirien rahoittamassa tutkimuksessa.

This article examines the dimensions of information culture (Choo 2013) in Finnish social and health care. Secondly, we ask how information culture should be developed in the context of reforms. Information culture is defined as interactive, open and value­based activity in organizations, and it can be defined by four dimensions: rule­following, relationship­based, risk­taking and result­oriented. The dimensions are studied based on 223 survey responses from the managers and supervisors in two health care districts. The results show that there is activity in all dimensions, result­oriented gets the slightly highest scores. Result­oriented and relationship­based information cultures are highly valued, but borders and problems in information reliability effect on information usage. Conclusively, supporting information creating and sharing activities and leadership practices are considered important in developing relationship­based and creative information culture in social and health care organizations.

Municipalities play a crucial role in health and welfare promotion. Promotion should have a strong participative, collaborative emphasis and it should be strategically oriented. The purpose of this article was to examine the practices and contents of health and welfare promotion strategy work in municipal context. Empirical data consisted of 1) 46 municipal welfare strategy documents, which were analysed using a special maturity model developed for the study and 2) 26 in-depth interviews collected from municipal managers, sector managers and municipal health coordinators and analysed using content analysis. Findings showed that strategy work is based on the limited conceptions of health and wellbeing, participation and collaboration has not been fully implemented and strategic actors are uncertain about making strategic choices. To develop the maturity of the strategy work, we suggest increasing the polyphonic and collaborative conditions with unifying leadership and with the tools of social marketing.

A positive view on conflict management – resolving conflict situations successfullyThis research aims to reveal managers' conceptions about the successful ways of resolving conflict situations between employees. The research question is "What conceptions do managers associate with the successful ways of resolving conflict situations between employees? " The research data was collected through a questionnaire posted to managers in the public health care sector. Out of 47 managers, 20 responded to the questionnaire. Eventually, 19 responses were included in the analysis, which we conducted using the phenomenographic approach. On the basis of the analysis, the following three description categories were formed: a manager's own action; cooperation between a manager and both parties of a conflict; and a resolution by a third party. A manager's interaction and attitude proved to be important factors in resolving conflicts. Using the accrued data, we formed four classes – diplomatic, assertive, empathic, and delegative

AbstractIn this paper we report findings that have been collected through the use of a mixed method approach to Finnish and German public and private Enterprise Resource Planning (ERP) projects. These are examined in order to learn the influence that organisational structures exert on employees' willingness to exchange information and knowledge for the purpose of requirements engineering (RE). RE happens in multiprofessional settings, which requires that information and knowledge are exchanged, and be made understandable to other project members. Data indicate that departmental structures facilitate the development of dedicated knowledge and language sets. However, these sets of knowledge and language decrease options for direct communication across departments. Furthermore, the decision‐making and working modes in a dedicated department have an impact on employees' motivation to engage in the exchange of information and knowledge. Copyright © 2009 John Wiley & Sons, Ltd.

Ei abstraktia.

Suomalaisen hallinnon kehittämisen uranuurtaja, professori Markku Temmes kuoli Helsingissä 5.12.2020. Markku Temmes oli harvinainen hallinnon kehittäjä, sillä akateemisen uransa lisäksi hän oli luonut pitkän uran johtavana virkamiehenä niin valtiovarainministeriössä kuin Valtion-hallinnon kehittämiskeskuksen johtajana. Juuri tämä teorian ja käytännön yhdistäminen teki Markusta suurenmoisen opettajan ja kiinnostavan keskustelukumppanin. Ennen kuolemaansa hän ehti vielä nähdä komitealaitoksen paluun – instituution, jota hän arvosti ja jonka alasajoa hän 1990-luvulla vastusti voimakkaasti.