Browsing by Subject "management"
Now showing items 1-2 of 2
-
(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.
-
(2019)This thesis studies the views of managers working in specialist organizations regarding leadership and emotional intelligence. The purpose of this study is to form an understanding of what views and concepts of the managers in specialist organizations have regarding emotional intelligence and its significance in managerial work. The purpose is to build an understanding of what the challenges are in managing specialist knowledge and to form an understanding of what the understanding and experience of emotional intelligence is in relation to leading an organization with specialist knowledge. The theoretical framework of the study was formed around three concepts: emotional intelligence, leadership and leadership of specialist knowledge. Theories of emotional intelligence, especially the concept of emotional intelligence by David Goleman and concepts of emotionally intelligent leadership were used as a theoretical framework. Concepts and definitions related to leadership and knowledge and theories in leadership of knowledge - such as the concept of transformational leadership presented by Bernard M. Bass – that have been combined with management that furthers learning by Riitta Viitala and Pirjo Kolari were also used in the study. The empirical research material was gathered by interviewing eight people who work or have worked in managerial positions in the specialist organization. The interviews were conducted as theme interviews. The methodological approach of the study was content analysis through which the research material was analyzed. Based on the material of the research, the challenges of managerial emotional intelligence in the specialist organization were the expectations and broad range of tasks related to managerial positions, substance knowledge, the management of strategic specialist knowledge, motivating, supporting and interaction. According to the study, the most important competences of emotional intelligence were emotional self-awareness, good selfassessment, self-control, transparency, ability to perform, empathy, service orientedness, inspirational leadership, ability to develop others and teamwork and collaboration skills. The conclusion of the study is that in the management of specialist knowledge in specialist organizations, matters such as interaction, individual attentiveness, empathy, ability to motivate and support, being present and enabling are highlighted. In a specialist organization a manager needs sufficient substance knowledge, purely emotional leadership is not sufficient. In specialist organizations, succeeding in knowledge management requires emotional intelligence, substance knowledge and transformational leadership. When these are combined by competent managers, they are able to motivate, focus on individuals and enable development.
Now showing items 1-2 of 2