Dinno 2012-2014 Challenging (difficult) management situations in the professional organisations 22.8.2013 WORK 2013, Turku, Finland Track: Healt and Work, WEll-being at Work Syvänen Sirpa School of Management University of Tampere Tappura Sari Center for Safety Managements and Engineering Tampere University of Technology
1. Background Dinno-programme () Research is one thematic part of the Dialogic Leadership Promoting Innovativeness research programme (Dinno-programme 2012 2014, ) Dinno is a multidisciplinary research combining theories concerning performance, quality of working life, creativity, innovations, learning, motivation and leadership The main aim / research task of the Dinno programme is to analyse how dialogic leadership can be used to enhance creativity and innovations
1. Introduction 2/2. Dinno research group Dinno 2012-2014 3
3. Research questions and themes Dialogic and co-operative development, methods and tools Dialogic career planning and downshifting Dialogic leadership style Power and responsibility Tuottaa In akateemisia the situations of julkaisuja renewal and restructuring How dialogic leadership can be used to enhance creativity and innovations? Promoters + Obstacles - Dinno 2012-2014 ICT intensive work contexts Dialogic leadership Organizational learning Dialogue and co-operation competences and skills among managers In the conflict and challenged situations 4
Theoretical framework Development of competences and skills Support of motivation Participatory leadership Dialogic leadership dialogic nature of leadership and management Renewal Inristic motivation Co-operation Organisational (dialogic and reflective) learning Dialogic and co-operative development Creativity and innovation potentials, resources 1. Dialogues and interaction between managers and employees Performance (Economy, productivity, effectiveness) 2. in the challenged situations what are they? 3. support? Innovations (social, process, technology, service) 1. Quality Self reflection of 2. working constructive life feedback 3. conflict solving Sustainable competitiveness and working life
The sources of inefficiency the obstacles of performance and quality of working life (Syvänen 2003, 2008, 2010, 2011) 1. Organisation level basic tasks: lack of goals; need for clear rules; disorganised service system, poorly targeted services; climate problems; 2. Vertical relations management and leadership style; responsibilities and division of labour; use of power, power struggles; Individual level unprofessional work behaviour; lack of commitment and motivation; task-centred care and care routines; stress and burnout of employees linked to physical and psychological insecurity; mental and physical burden of work; problems in self-determination; Performance / economy / productivity The cost effects caused, because of conflicting ideologies; social problems and deficits in conflict management; strategies of work control for employment; challenged individuals, and lack of help and support for them; problems of placing and assigning staff; division of services into two sectors; physical distance between different service units; service structures and service chains did not meet the needs of the clients; lack of intermediate services; poor co-ordination of working hours and work of different units; poor financial skills and knowledge, excessive minimisation of costs.
2. Objective The objective of this presentation is 1. to describe the features of expert / professional organizations 2. to locate the most challenging / difficult management and leadership situations in two professional organizations (technical and social sector) 3. to present managers main / basic needs for support (actors, tools, methods)
3. Introduction 1/2 : The features of expert organizations Expert organizations are typically made up of professionals who have a strong need for autonomy achievement work control self determination, and fulfillment of their talents, knowledge and potentials.
3. Introduction 2/2: Management of the challenged situations in the expert / professional organization According to many researches - conflicts, problems of work ability and work-related illness - may prevent health, wellbeing, creativity and innovativeness, performance and productivity. These situations are difficult and important to the managers from the points of view of quality of working life health productivity economy For instance the costs of these negative working life phenomena can also be measured in money. They are alternative costs of well-being and quality of working life. (Syvänen 203, 2008, 2010, 2011)
4. Case studies and methods 1/2 Case study 1 (Sari Tappura): in a technical expert organization 2012 1. Group interview with the occupational health and safety committee (OHS committee) to chart the organizational-specific procedures and needs 2. Development of an interview form. Form bases on 1. the occupational health and safety management practices reported in the earlier research, and 2. the results of the group interview 3. Individual, thematic interviews; 18 mostly senior line managers were interviewed 3. The results of the interviews were analyzed qualitatively 4. The results were presented to the management group of the organisation
4. Case studies and methods 2/2 Case study 2, Dinno-programme Sirpa Syvänen Participatory action research project (2012 2013), developing dialogic leadership and co-operation in six nursery homes (services for the elderly) Professional organization, social services Dinnovativeness questionnaire 2012 / 11 N = 51 managers Thematic questionnaire; Webropol survey, 03/2013 06/2013 N = 24 managers
5. RESULTS: Case study 1 (technical) difficult issues According to the line managers, the most challenging management situations are related to the: 1. Prioritisation of the workload 2. Psychosocial risks like mental overload and conflicts 3. Taking the individual needs and diversity into account 4. Assessing the work ability and performance of the employees 5. Personal problems of the employees 6. Missing support from own superior
Nursing home: 51 managers Pressures at work Very / fairly heavy % Physically 16% Mentally 84% 0% 20% 40% 60% 80% 100% N = 51 managers
Nursing home: 51 managers Control of work Fully /somewhat agree I need more training/education to manage my duties well 6% Overload My duties correspond to my current capabilities 41% Control of work, suitable workload I would be capable of handling more demanding tasks 62% Underload N = 51 managers 0% 20% 40% 60% 80% 100%
5. RESULTS - Case study 2 (social, nursing homes) difficult issues The most difficult management situations are related to following issues 1. a. Difficult personalities (8), b. unprofessional / inappropriate work behavior and conflicts (8) 2. Recruitment, human resources, skills / qualifications (6) 3. Economy (3) 4. Human resource management (3) 5. Interaction with the external parties of work and work place - cooperation (2) 6. Multi culture working place, diversity, language problems and difficulties (2) 7. Time pressures at work, slow and hurry employees (2) 8. Bureaucracy of the city (1) 9. Weak commitment to the rules of the game of the work place (1) 10. Positive and constructive feedback (1) 11. Physical environment (1)
1. Challenging and difficulty personalities and unprofessional / inappropriate work behavior (8) A lot of absences, Laissez-faire"-types, Lack of commitment to the work and work place, Critical ones, Old, tired and demotivated people, Difficult personalities and difficult communication situations with them 2. Selfishness, self-centeredness, own interests, maximization of ones own interests (7) 3. Aggressive, strong-willed, fanatics, narcissists, the players behind ones back (6) 4. The appellants, disgruntled, negative (5) 5. The conservatives, opposed to change, many routines in the work processes (3) 6. Retreating, indifferent, closed personalities (3) 7. Critical reflectors (2) 8. Players - lack of transparency, openness and authenticity (2) 9. Lazy, non working, underload (2)
2. Unprofessional / inappropriate work behavior and conflicts (8) Negative, constructive feedback Conflict solving Address and intervene problems and conflicts Guidance to effective work behavior Employees' personal problems reflects in their work Difficult and unpleasant issues - disciplinary matters Conflicts between staff Crisis in the workplace
5. RESULTS: Case study 1 (technical) - need of support In the challenging management situations, the managers need support, tools and problem solving methods. The most important supporters are: 1. Own superior 2. Colleagues 3. Human resource, occupational safety and health care professionals 4. Partner, family and friends 5. Own employees 6. Organizational procedures - like early on support model, in Finnish: Varhaisen tuen malli
5. RESULTS - Case study 2 (social, nursing homes) need for support Need for support among managers 1. a. Interaction with difficult personalities, conflict management (10), b. Interaction in the difficult situations with the difficult personalities (10) 2. Difficult and problematic situations, conflicts (10) 3. Organizations, co-operative networks, bureaucracy, administration, regulations, paperwork (6) 4. Personal support for your self - management, coping, appreciation (3) 5. The rules of the game, principles, goals etc. of the organization (3) 6. Human resource management (2) 7. Difficulties in the interaction with the relatives of the elderly (2) 8. Supervision (1) 9. Compensation and rewards (1)
6. Discussion Dialogic and participatory leadership improves employees wellbeing, quality of working life, work capability as well as control of work (Syvänen 2003, 2008, 2010; Syvänen et al. 2012) By actively managing and solving the difficult and challenging situations managers may promote well-being and productivity of the employees.
6. Discussion 1/2 The main requirements for the successful development processes 1. Management and leadership Principles of participatory and dialogic management; Genuine commitment of the management; Development discussions between managers and employees; 2. The feature of the development dialogues Good interaction and communication between different participants; employers, employees, professional groups etc.; 3. Trust and commitment Trust among all who are involved; Genuine commitment of the employers, managers, professionals and employees;
6. Discussion 2/2 Dialogic and participatory leadership improves employees wellbeing, quality of working life, work capability as well as control of work (Syvänen 2003, 2008, 2010; Syvänen et al. 2012) By actively managing and solving the challenging situations managers may promote well-being and productivity of the employees. These research results are useful while developing the competence of managers, as well as their orientation and training.
Thank You for your attention! sirpa.syvanen@uta.fi sari.tappura@tut.fi