Browsing by Subject "esimiestyö"
Now showing items 1-4 of 4
-
(2005)This study examines the leadership skills in municipal organisation. The study reflects the manager views on leadership skills required. The purpose of this study was to reflect the most important leadership skills currently and in the future as well as the control of these skills. The study also examines the importance of the change and development needs of the leadership skills. In addition, the effect of background variables on evaluation of leadership skills were also examined. The quantitative research method was used in the study. The material was collected with the structured questionnaire from 324 Kotka city managers. SPSS-program was used to analyse the study material. Factor analysis was used as the main method for analysis. In addition, mean and standard deviations were used to better reflect the study results. Based on the study results, the most important leadership skills currently and in the future are associated with internet skills, work control, problem solving and human resource management skills. Managers expected the importance of leadership skills to grow in the future. Main growth is associated with the software utilisation, language skills, communication skills as well as financial leadership skills. Strongest competence according to managers is associated with the internet skills. Managers also considered to control well the skills related to employee know-how and manager networking. In addition, significant development needs are required in leadership skills. Main improvement areas were discovered in software utilisation, work control, human resource management skills as well as skills requiring problem solving. It should be noted that the main improvement areas appeared in the leadership skills that were evaluated as most important apart from software utilisation. Position, municipal segments and sex were observed to explain most of the deviation in received responses.
-
(2018)This present study analyses quantitatively and qualitatively supervisors’ perceptions and experiences of age management in a metal industry organization in Finland. The study aims to describe supervisors’ thoughts about age management and its implementation in practice: how do they take into consideration different-aged team members in their leadership practices, do they feel they have the necessary skills to support different-aged team members’ working ability, and do they experience the age management as part of organizational culture and strategy. Furthermore, the target of the study is to describe supervisors’ experience of need for an additional support regarding age management. The study is part of an internal career path model –project in the case organization, which emphasizes the diverse expectations that employees representing different age groups have on different stages in their career path. The theoretical framework of the study is based on the concepts of management in matrix organizations, age management, diversity in organizations, working ability, burnout and work engagement, as well as, transitions in career path. The study material consisted of an online survey, which included both open questions and multiple-choice questions. Quantitative data was analyzed with SPSS-program by parametric methods and the content based analyze of qualitative data was carried out according to the phenomenological-hermeneutical tradition based on the theory. According to quantitative data, the participants felt that they take well into consideration different aged employees, their competence development and working ability in practical supervisory work. The supervisors experienced the age management quite strongly as part of the organization's culture and strategy, although the qualitative data indicated that the concept of age management was unknown, and more introduction was hoped. In addition, according to the quantitative and qualitative data, taking into consideration the physical nature of the work appeared as a development area; supervisors experienced that they need practical examples concerning how to use career flexibilities. The descriptions of supervisors also highlighted the fact that supporting the younger team members’ working ability has also been challenging. In addition, less experienced supervisors are more likely to evaluate their skills and resources weaker than those who have more experience from supervisory work and thus, age management themes were hoped to be part of the orientation for supervisors. Furthermore, older supervisors did not experience age management that strongly as part of organization’s culture and strategy.
-
(2016)Learning agility is a concept that arose around the year 2000 as a reaction to changing challenges of work-life. Learning agility is usually defined as willingness and ability to learn from experiences in order to perform successfully in difficult situations. However, there has been criticism against this definition saying that it is rather imprecise and complex. The definition combines too many different elements of learning. This study aims to clarify the context of learning agility by defining learning agility as ability to learn quickly and flexibly. The study examines how learning agility is related to managers' attributions of their own managerial competences and goal orientations. Goal orientations are individual tendencies that affect how people set their goals under performance conditions. In addition, it is investigated if goal orientations act as mediator between learning agility and managerial competencies, which would mean that learning agility is related to managerial competencies through goal orientations. Research environment is Finland's Slot Machine Association (RAY), and the goal of this study is to provide new perspectives for RAY about how RAY can develop its leaders and supervisors. Sample consisted of RAY's supervisors and leaders. Data was collected with electronic survey during May and June of 2015. Total of 63 supervisors and leaders answered to survey and 32 of those were male and 31 were female. Data was analyzed by using statistical methods. Analyses that were primarily used were t-test, Pearson correlation and regression analysis. In order to test the mediation 12 regression analyses were performed. Results showed that learning agility was statistically significantly related to both learning orientation and the way managers feel about their own managerial capabilities. Learning orientation was more strongly related to managerial capabilities than learning agility. Performance orientations were negatively related to both learning agility and the way manager's feel about their managerial capabilities. Based on mediation analysis there were found three mediations of which two were partial mediations and one was full mediation. Mediators were learning orientation and performance-avoidance orientation. Results indicate that willingness to learn is at least as important as the ability to learn. Developing leadership competencies and learning should focus more on supporting learning orientation than enhancing the learning abilities. Moreover, results address a question if learning agility is in fact a combination of other learning-associated concepts such as cognitive capability and goal orientation rather than separate and independent concept.
-
(2020)The purpose of this study was to find out how the employees of one HR service organization perceive the organizational culture within the organization. This study focuses on their perceptions of self-direction and coaching-based leadership, which are emphasized in organization’s strategy. The theoretical framework of this study consists of work-life change and the concepts of control, self-direction and coaching-based leadership. This study is a qualitative study which research material consists of seven interviews of HR consultants working in Company X. The interviews were held in the spring of 2020 part of them held face to face and part of them via the Internet. The analysis was done by using phenomenography. The change in society and working life seems to be the basis to the fact that self-direction and coaching-based leadership are underlined in Company X’s strategy. Coaching-based leadership and self-direction seem to increase well-being at work, work motivation and work efficiency. Themes related to freedom, responsibility and control are highlighted in HR consultant’s perceptions of self-direction. Freedom is associated with more responsibilities and self-directed employees control their work, but the work is also directed by external factors such as different targets and frames. In this study it became clear that also self-directed employees need support and guidance in their work. Leaders are expected to support and facilitate their subordinates. The idea of coaching-based leadership was considered beneficial but some of the HR consultants felt that the supervising in the company actually wasn’t coaching based. The resources of leaders were perceived as the biggest challenge of coaching-based leadership in Company X. When changing the organizational culture there should be adequate resources and a collective understanding of the new way of working so that the change wouldn’t remain only at the rhetorical level.
Now showing items 1-4 of 4