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In this article, we argue that an increased focus on the processes of projectification would be beneficial to project research. By introducing a distinction between narrow and broad conceptualisations of projectification, we extend this research area from its current concern with the increased primacy of projects in contemporary organisational structures into an interest for cultural and discursive processes in society in which notions of projects are invoked. Through an illustration from our earlier empirical research on the sustenance of project work form and the consequences thereof, the implications of applying broad conceptualisations are further discussed.

Raziskava ponuja nov inovativni organizacijski model managementskega koncepta tretje generacije in teorije viabilnih sistemov ter nekaj metod za operativno uporabo le-te, kar predstavlja novo podlago za možnost inovirati management poslovno-organizacijskih sistemov. Model izključuje možnost pretiranega samoorganiziranja, verjetnostnih sinergij in enostranskega intuitivnega ukrepanja, ker je takšno ukrepanje praviloma posledica površne priprave izvedbe ne glede na pomanjkljivost modela. Hkrati dopušča in podpira strokovno in še zlasti medstrokovno ustvarjalnost in zavira birokratsko togost. The study research given a new innovative organizational model of management concepts and theories of the third generation of viable systems and some methods for operational use of the latter, which represents a new basis for the possibility of innovate management business and organizational systems. The model excludes the possibility of excessive self-organization, probabilistic synergies and intuitive unilateral action, since such action inevitable result of sloppy drafting of performance irrespective of the design flaws. At the same time it allows and supports professional and especially the interdisciplinary creativity and inhibits bureaucratic rigidity.

Summary Many municipalities enter into inter-municipal co-operations. It means changes for many employees, when municipalities enter into agreements of co-operation concerning child welfare services. Leaders of inter-municipal co-operations have the same responsibilities as leaders for regular child welfare services. This thesis will find out what expectations people have to the role of the leaders of these inter-municipal co-operations. The main questions for the inquiry are: What kind of expectations do key employees in the participant municipalities have to the leader of an inter-municipal co-operation concerning child welfare services? What consequences may these expectations have on the conduct of the leader? I have made research questions to answer these main questions. They are:  What expectations do disciplinarian, equal and subordinate partners in the participant municipalities have to a leader of an inter-municipal co-operation concerning child welfare services?  What expectations does a leader have to his own role as s leader of an inter-municipal co-operation concerning child welfare services and what expectations does a leader experience other people to have for his role?  How can a leader meet these expectations? The methodical approach is qualitative. There are many different employees in the municipalities that a leader of an inter-municipal co-operation concerning child welfare services have relations with. In this inquiry I have conducted half-structured qualitative research interviews with leaders of the administration in municipalities, leaders in schools, kindergartens and health centres, child welfare officers and leaders of inter-municipal co-operations for child welfare services. During the analysis I have used Malterud’s systematic text condensation procedure. The theoretical starting point for this thesis is theory concerning leadership in public organisations and role theory, in addition to literature and research papers concerning inter-municipal co-operations concerning child welfare services and the role of leaders in child welfare services. A short summary of the findings is that the role of the leader is characterized by many different expectations from many different persons. These expectations are not vague. The leaders were fully aware of what was expected of them as leaders of municipal co-operations concerning child welfare services, and these expectations agreed with the expectations I found that other people had concerning the leader. These expectations concerned two main areas, organisation and co-operation. The leaders disclosed a complex occupation, which entailed a superior responsibility for the child welfare service. The area of work was emotionally difficult and implied complex questions concerning professional, personal and economic considerations. To reach the goals and to gain control and structure in the organisation, the leader above all needs to have knowledge about and skills to build relations and earn trust from many different persons. Thus he can be able to develop the organisation in the right direction. This should be the natural consequences of these expectations. Samandrag Mange kommunar inngår interkommunale samarbeid om barnevernstenester. Når kommunar inngår samarbeidsavtalar om lovpålagte tenester som barnevern, betyr det endringar for mange aktørar. Ansvaret til leiarar for interkommunale barnevernssamarbeid er like stort som i alle andre barnevernstenester, både innetter i tenesta og utad i kommunane. I denne oppgåva er det sett søkjelys på kva forventningar som ligg til leiarrolla i slike samarbeid gjennom problemstillinga: Kva forventningar har nøkkelaktørar i deltakarkommunane til leiaren i eit interkommunalt barnevern? Kva konsekvensar kan forventningane få for leiaråtferda? Eg har nytta tre forskingsspørsmål for å utdjupe problemstillinga:  Kva forventningar har overordna, likestilte og underordna samarbeidspartar i deltakarkommunane til leiaren i eit interkommunalt barnevern?  Kva forventningar har ein leiar sjølv til leiarrolla og kva forventningar opplever leiar blir lagt til rolla i frå andre?  Korleis kan leiar møte desse forventningane? Den metodiske tilnærminga er kvalitativ. Det er mange ulike kommunale aktørar ein leiar for eit interkommunalt barnevern må ha ein relasjon til. I denne undersøkinga vart rådmenn, leiarar ved skule, barnehage og helsestasjon, barnevernskonsulentar og leiarar for interkommunale barnevernstenester intervjua ved hjelp av halvstrukturerte kvalitative forskingsintervju. Systematisk tekstkondensering vart brukt som analyseprosedyre. Det teoretiske utgangspunktet for oppgåva har vore teori om leiing i offentlege organisasjonar og rolleteori, i tillegg til litteratur og forsking kring interkommunale barnevern og barnevernsleiarrolla. Kort samanfatta fann eg at leiarrolla var prega av mange forskjellige forventningar i frå mange aktørar. Desse forventningane var ikkje diffuse. Det stod klart for leiarane kva som var forventa av dei som leiarar for interkommunale barnevernssamarbeid, og forventningane stemte overeins med forventningane eg fann at andre hadde til leiaren. Desse forventningane handla om to overordna områder, organisering og samarbeid. Leiarane formidla ei kompleks yrkesrolle, som innebar å ha det overordna ansvar for tenesta. Arbeidsområdet var særs emosjonelt belasta og gav samansette utfordringar for leiaren i forhold til faglege, personalmessige og økonomiske spørsmål. Konsekvensar som forventningane kan få for leiaråtferda er at det blir særs viktig for leiaren å ha kunnskap om og eigenskapar til å bygge relasjonar og skape tillit hos mange forskjellige personar for å ha mulegheit til å nå måla, ha kontroll og struktur i tenesta og klare å utvikle den i ønska retning.

Markmið þessarar greinar er að skoða hvort efnahagssveiflur hafi áhrif á skipulagsform (skipurit) íslenskra fyrirtækja. Bornar eru saman kannanir höfunda frá árinu 2007 og árið 2016 og greint hvort efnahagssveiflur hafi haft áhrif á skipulagsform viðkomandi fyritækja. Spurt var í síðari könnuninni hvort einhverjar skipulagsbreytingar hefðu orðið á undanförnum fimm árum, eða til ársins 2011, áður en uppsveifla hófst að nýju í íslensku efnahagslífi. Greinin byggir á niðurstöðum netkannana sem framkvæmdar voru af Rannsóknar- og þróunarmiðstöð Háskólans á Akureyri árið 2007 og af Viðskiptafræðideild Háskóla Íslands árið 2016. Svör bárust frá stjórnendum 222 fyrirtækja árið 2007 og stjórnendum 120 fyrirtækja árið 2016. Svarhlutfall var því 46,15% árið 2007 og 24,4% árið 2016. Samanburður kannananna bendir til þess að hagsveiflur, bæði uppsveiflur og samdráttur í efnahagslífi, hafi ekki haft mikil áhrif á stjórnskipulag þeirra fyrirtækja sem tóku þátt í rannsókninni. Þó er þess að geta að 36,4% fyrirtækja gripu til samruna við önnur fyrirtæki, yfirtöku á öðru fyrirtæki eða annarra skipulagsbreytinga eftir efnahagshrunið árið 2008, en stjórnendur voru beðnir að greina frá skipulagsbreytingum sem orðið hefðu síðastliðin fimm ár. Fyrirtækin hafa fleira starfsfólk hin síðari ár, stjórnendur þeirra eru með meiri menntun og fleiri konur eru við stjórnvölinn nú en voru fyrir hrun. Stærð fyrirtækjanna hefur áhrif á ýmsa þætti í skipulaginu. Stærri fyrirtæki hafa meiri formfestu, sérhæfingu og hafa frekar samþykkt stjórnskipulag, þau hafa þrjú eða fleiri stjórnþrep og eru frekar skipulögð í anda fléttuskipulags. Þá kemur í ljós að eftir því sem rekstrarumhverfi fyrirtækjanna er stöðugra, þeim mun meiri líkur eru á því að starfaskipulag sé við lýði., The aim of this article is to compare the organisational structure (organisational charts) of Icelandic companies in the period 2007-2016. Surveys by the authors from 2007 and 2016 are compared and an analysis carried out of whether economic fluctations affected the companies’ organisational structure. The article is based on the results of an online survey administered by the University of Akureyri Research Centre in 2007 and the Faculty of Business Administration at the University of Iceland in 2016. The managers of 222 companies responded to the survey in 2007 and 120 companies responded to the survey in 2016 and the response rate was 46,15% in 2007 and 24,4% in 2016. The comparison of the surveys indicate that economic fluctations do not have much influence on the organisational structure of the companies that participated in the research. However, it needs to be mentioned that 36.4% of the firms did merge with other firms, did take over other companies or made other organisational changes after the financial crisis in 2008. The companies have more employees after the collapse, their managers are more educated, and more women are in positions of power than (there were) prior to the collapse. The size of the companies influences various aspects of their organisation. Larger companies are more formal and have more specialisation and a defined organisational structure, have three or more management levels and are more likely to be organised in accordance to a matrix structure. Also, it is revealed that a more stable operational environment increases the probability that functional structure is in place., Ritrýnt tímarit

Theory of coaching, main theme of the thesis is nowadays a very important area in Sociology of management. This method of employee development and approach in management of organisations is described theoretically and differentiated form other methods of personal growth. When assessing management of organisations based on coaching the author expects that this approach will be used by the companies that build their culture on Freedom at work. Concept of Freedom at work as an unexplored trend in the Sociology of management is depicted theoretically and practically. Methodological part of the thesis describes qualitative and quantitative pilot research that the author conducted in Czech organisations that claim to use Freedom at work. Main goal of the research was comparison of theory Freedom at work and its praxis and evaluation of actual application of coaching approach in management. At the end of the thesis author depicts the most important milestones in the theory of leadership that influenced the origins of Freedom at work and coaching. Key words Coaching, Freedom at work. Leadership style, Empoyee development

Svet se sooča s hitrimi in kompleksnimi spremembami, kar neposredno vpliva na delovanje podjetij in njihovo organiziranost. Podjetja se soočajo z izzivi organizacijskega okolja, kot so: globalna konkurenca, organizacijska turbulenca, elektronsko poslovanje, ustrezno ravnanje z znanjem in informacijami, z raznolikostjo svojega okolja ter z etiko in družbeno odgovornostjo. Okolje in potreba po razvoju podjetja narekujeta smer in spreminjanje organizacije podjetja. Obstoječa organizacijska rešitev ni vedno najbolj ustrezna. Podjetje, kjer sem zaposlena, je usmerilo svoje delo v doseganje čim večjega tržnega deleža in s tem v doseganje čim večje učinkovitosti. S tem namenom je prišlo do združitve dveh srednje velikih podjetij v eno močno in veliko podjetje. Z združitvijo se je pojavil problem združitve dveh v veliki meri različnih organizacijskih oblik. Obstajala je samo ena možnost — preoblikovati organizacijo podjetja in zastaviti nove, skupne cilje. Pri uvajanju organizacijskih in tehnoloških sprememb mora sodelovati celotno podjetje. Bistveno je, da vodstvo s svojo namero seznani zaposlene, jih seznani s svojo vizijo in seznani zaposlene z nujnostjo sprememb. Rezultati procesov uvajanja organizacijskih sprememb so usmerjeni v zunanje okolje. Zato je potrebno pri uvajanju sprememb postaviti konkretne, merljive cilje ter pritegniti zaposlene k sodelovanju. Dane so prvi rezultati združitve in spremembe organizacije podjetja že vidni in prinašajo v življenje in delo zaposlenih velike spremembe. Prav tako te spremembe vplivajo na okolje podjetja. Nekateri zastavljeni cilji so že doseženi, vendar je sprememba organizacije dolgotrajen proces. Glede na to, da se spremembe v okolju in na trgu dogajajo nenehno, se tudi v podjetju soočamo z vedno novimi spremembami, izzivi in zahtevami okolja. Podjetje bo moralo za zagotavljanje odličnosti tudi v prihodnje slediti ključnim idejam razvoja: strateška usmerjenost, jasna vizija strateškega managementa, dobro oblikovana in okolju prilagojena organizacija podjetja in dobra organizacijska kultura. Stalno prednost družbe lahko dosegamo le s stalnimi spremembami, ki prinašajo podjetju novo kakovost. The world is facing quick and complex changes which directly influences the companies and their organisation. Companies have to face the challenges of organisational environment, like: global competition, organisational turbulence, electronic business, proper handling of informations and knowledge, diversity of the environment as well as ethics and social responsibility. Environment and the need for development of the company dictate the direction and the change of the organisation of the company. Current organisational solutions are not always the most appropriate solutions. The company I work at has directed its focus on getting a big part of the market share and thus becoming most efficient. That is why two medium companies were united in one big and influental company. But the integration brought the problem of uniting two very different organisational schemes. There was only one solution – the reorganisation of the company and new common goals. A whole company has to cooperate at the introduction of organisational and technological changes . The most important thing is to let the employees know about the intention to reorganise, to introduce them to the vision and with the need to change the organisational scheme. The results of the processes of introducing the changes in organisation are guided (usmerjeni) towards the outside environment. That is why it si neccessary to determine concrete, measurable goals and influence the employees to cooperate. Today the first results of merging and of the reorganisation of the company are allready visible. They are bringing huge changes to the lifes and work of the employees. This changes also influence the environment of the company. Some of the goals are allready achieved but nevertheless, changes in organisation are a long process. Considering changes in the environment and at the market, the company constantly faces new changes, challenges and and demands. Our company will have to follow the main ideas of development to ensure the excellence: strategy, clear vision of strategic management, well shaped organisation of the company which has to be adapted to the environment as well as good organisational culture. Constant advantage of the company can be reached with constant changes which bring our company new quality.

The primary objective of the thesis is to analyze the operation and management of the AC&C Public Relations agency and suggest changes possibly leading to higher efficiency. Within the thesis itself, I have mostly focused on the current organisational structure of the agency which I have selected to be the principal problem of its recent operation and source of potential future risks. The theoretical part based mainly on specialized publications supplemented by my own experience, explains the meaning of Public Relations as such and describes the principles of organization and management of small-sized companies including Czech PR agencies. In the second part, the current situation and ways of management at the AC&C Public Relations agency are analyzed and reviewed. The theoretical methods involve the use of SWOT analysis and qualitative reserch. The third part aims at suggesting specific changes possibly useful in making the current operation of the agency more efficient. Therein, the most specific points of management and work of a PR agency are explained. The final chapter deals with the influence of the contemporary financial recession on the operations of the agency and includes suggestions for coping with a period of the kind.

Flexible technology-enhanced learning environments, both educationally and institutionally are key enablers for delivering efficient mass higher education. Educational technologists make significant contributions to the development and organisational embedding of such environments. Their emerging role is complex as it requires current knowledge and skills in learning and teaching, management and information technology. Given the strategic importance of the contributions that educational technologists now make to their institutions, we propose an international program of empirical research to analyse current issues and future trajectories relating to their aspirations, careers, management and organisational locations Refereed/Peer-reviewed

The international conventions for the protection of the marine environment of the North-east Atlantic Ocean including the North Sea (OSPAR) and the Baltic Sea (HELCOM) as well as the International Council for the Exploration of the Sea (ICES) have modified their structures in the recent years towards a strategy directed approach. Committees and working groups have partly changed only their names but in many cases also the scope of their subjects. In the last two years activities have been initiated to coordinate the tasks of the marine conventions and the European Union and to merge them as much as meaningful and practicable, under a common EU Marine Strategy. This article will reflect how the organisational structures have changed since the last restructuring in the first half of the nineties, and how the contaminant and bioeffect monitoring activities of the Federal Research Centre for Fisheries are implemented in these international conventions. Johann Heinrich von Thünen-Institute, Federal Research Institute for Rural Areas, Forestry and Fisheries began publishing the Informationen aus der Fischereiforschung = Information on Fishery Research in 2010.

What are the tendencies in the organisation of Istrian hotel companies? The answer to this question is given in this review. In it, the organisation of hotel companies is explored at first, and then its place in the modern tendencies is determined according to the characteristics of its structure, formality and organisational culture. The research is based upon a survey performed on 200 employees from governing, executive, and management bodies of all the hotel companies present in Istria, the members of the syndicate inclusive.

The modern organisational conception concisely expresses that people form the key to success. Therefore, both in theory and practise the organisational interests change from static elements into dynamic, in other words from the structural dimension into the human one. The human dimension includes suppositions and opinions on why people work and how can they successfully accomplish the goals set by the organisation. At this point, special significance is dedicated to analysing group behaviour and groups considered the base of the organisational unit, organisational culture as well as the base of management style and type directed to the development and creative use of human resources. As a result, this study will focus on the role the human dimension has in organisational modelling and increase of its success and lasting business improvement of tourism organisations in the transition process Istria is going through.