In recent decades, most western states, has undergone a structural change under the headline of “new public management”(NPM). In Denmark these structural changes has spread through the public day care system. The stretches into the requirements to management and to the general purpose of the day care centres. This project examines the how NPM has affected the recognition in the leading role in the public day care centers in Copenhagen. In order to understand this issue, we funded out research on a multidisciplinary approach consisting political science and social science. This will be elaborated by the use of qualitative interviews with the management and staff from selected day care centres in Copenhagen municipality. These interviews are complemented by an interview with a respondent from the local political administration and a respondent from the union “Landsforeningen for Socialpædagoger”. In addition to the interviews, the paper has been conducted by the use of document analysis to get a broader and more nuanced understanding of the subject. We have a critical theoretical approach with a normative ideal in context of the recognition and the German Frankfurt School. To analyse our empirical data the theories of Axel Honneth surrounding recognition, the theory by Torben Beck Jørgensen concerning organisational- and cross-pressure, and the theory by Nikolas Rose on the subjectifying of the individual and the psy-techniques. The first part of the analysis explains the theoretical foundation of new public management and its affection of the day care centres in Copenhagen. This is followed by an illustration of the desires from the staff. These two incompatible requirements to the leader will thereafter be analysed. In the third chapter will an analysis on how the leader, in the context of new public management, may be subjectified by systems psy-techniques. The final part will be a discussion on how the recognition for the public leader in day care centres in Copenhagen has been affected by the implementation of new public management. The project concludes that the implementation of new public management has changed the recognition for the leader, and how it’s rationalities are in conflict with the possibility for the achievement of real recognition.
|Uddannelser||Socialvidenskab, (Bachelor/kandidatuddannelse) Bachelor el. kandidat|
|Udgivelsesdato||27 maj 2015|
|Vejledere||Troels Schultz Larsen|
- Københavns kommune
- Offentlig ledelse