Aim: The aim of this study was to describe the phenomenon of management by way of the ideas by secondary school students and young nurses. Background: Young adults are changing workplaces more than ever before, yet their work expectations and perspectives of management differ to those of previous generations. Methods: The data was collected from upper secondary school students and professionally educated nurses (n = 68), some of whom were immigrants (n = 41). Framed essays were used as a research method and emergent data was analysed using content analysis. Results: According to the results, good management involves systematic management, equality, appreciation of know-how, and the promotion of wellbeing at work. Conclusion: New perspectives on management were drawn from the study, in particular the multiple dimensions of equality in workplace organization and the manager's role in an employee's professional development process. Implication for nursing management: The interactive skills of the manager are emphasized in promoting wellbeing at work. This is especially so in multi-cultural teams, where the manager is expected to be adept at understanding intercultural communication and the values of young employees.
The rapid change of local government operating environment shapes the interaction between political leaders and public administrators, who work in the constant riptide of service responsiveness and economic pressure. We investigate the relationship between political leaders and public administrators in the local administration of social and health services. The patterns and pictures are examined empirically, with data gathered from strategic-level political leaders and public administrators in six Finnish local government organisations. The analysis applies multivariate methods. The results suggest that there are different groups among the political leaders. The differences are not based on political opinions, but rather on the attitudes towards the decision-making process, also the views on local government decision-making processes differ between the groups. The rapid contextual change experienced in the public organisations requires a fast and well-informed response from political leaders and public administrators; even political differences can be pushed aside in this turbulent operating environment.
The interactive skills of the manager are emphasized in promoting wellbeing at work. This is especially so in multi-cultural teams, where the manager is expected to be adept at understanding intercultural communication and the values of young employees.
Background and PurposeManagers need evidence-based methods to evaluate their management skills. To further test the appreciative management scale (AMS 1.0) to create a practical instrument to be used in evaluating appreciative management.MethodsFor further testing, a new survey was conducted among social and healthcare managers (n = 734) in Finland. Confirmatory factor analysis (CFA) was used to assess the scale validity and Cronbach's alpha coefficients the internal consistency.ResultsThe validated AMS 2.0 scale includes 24 items. The values measuring validity and reliability were good, with an Rool Mean Square Error of Approximation (RMSEA) of 0.072, Average Variance Extracted (AVE) values between 0.532 and 0.634, and Composite Reliability (CR) values ranging between 0.850 and 0.914. The Cronbach's alpha of the whole scale was 0.944.ConclusionsAMS 2.0 is a reliable and valid means to measure appreciative management as proved by confirmatory factor analysis.
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