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[{"key": "dc.contributor.advisor", "value": "Kuronen,Marjo", "language": null, "element": "contributor", "qualifier": "advisor", "schema": "dc"}, {"key": "dc.contributor.author", "value": "Kokkonen, Satu", "language": null, "element": "contributor", "qualifier": "author", "schema": "dc"}, {"key": "dc.date.accessioned", "value": "2017-06-08T20:57:08Z", "language": null, "element": "date", "qualifier": "accessioned", "schema": "dc"}, {"key": "dc.date.available", "value": "2017-06-08T20:57:08Z", "language": null, "element": "date", "qualifier": "available", "schema": "dc"}, {"key": "dc.date.issued", "value": "2017", "language": null, "element": "date", "qualifier": "issued", "schema": "dc"}, {"key": "dc.identifier.other", "value": "oai:jykdok.linneanet.fi:1703426", "language": null, "element": "identifier", "qualifier": "other", "schema": "dc"}, {"key": "dc.identifier.uri", "value": "https://jyx.jyu.fi/handle/123456789/54384", "language": null, "element": "identifier", "qualifier": "uri", "schema": "dc"}, {"key": "dc.description.abstract", "value": "Tutkimuksen teht\u00e4v\u00e4n\u00e4 oli selvitt\u00e4\u00e4 l\u00e4hiesimiehen vallankokemus. Tutkimuksen keskeisi\u00e4 k\u00e4sitteit\u00e4 ovat johtajuus, valta ja kokemus. L\u00e4hestyn aihetta m\u00e4\u00e4rittelem\u00e4ll\u00e4 oman k\u00e4sitykseni johtajuudesta ja vallasta sek\u00e4 perustelemalla niit\u00e4 k\u00e4sitteit\u00e4, joihin tutkimuksessani tukeudun. L\u00e4hiesimiehin\u00e4 toimitaan keskeisess\u00e4 teht\u00e4v\u00e4ss\u00e4 toteuttamassa organisaation strategiaa. Niin ik\u00e4\u00e4n l\u00e4hiesimiehen\u00e4 toimiminen tapahtuu ylemm\u00e4n johdon ja ty\u00f6ntekij\u00e4tason v\u00e4limaastossa, jolloin oma toiminta on n\u00e4ht\u00e4v\u00e4 osana laajempaa kokonaisuutta. L\u00e4hiesimiehen on oltava hyvin perill\u00e4 organisaationsa rakenteesta sek\u00e4 toimintaperiaatteista, jotta henkil\u00f6st\u00f6n ohjaaminen oikeaan suuntaan mahdollistuu. L\u00e4hiesimiehen toiminnan tavoitteena on strategisten tavoitteiden muuttaminen k\u00e4yt\u00e4nn\u00f6n tekemiseksi. On oltava strateginen visio, jota kohti esimies \u201dalustaan kuljettaa\u201d. Johtamisessa yksi haasteista on muutoksen johtaminen. Muutokset ovat jatkuvia. T\u00e4n\u00e4 p\u00e4iv\u00e4n\u00e4 on kyett\u00e4v\u00e4 vastaamaan jatkuvasti muuttuviin tarpeisiin. Jatkuvien muutosten vuoksi henkil\u00f6st\u00f6n turvallisuudentunne voi horjua ja se voi aiheuttaa ty\u00f6yhteis\u00f6\u00f6n levottomuutta.\n\nTutkimukseni on kokemustutkimus vallasta. Tutkimukseeni osallistui haastatteluilla yhdeks\u00e4n sosiaali- ja terveydenhuollon l\u00e4hiesimiest\u00e4. Haastattelut toteutin avoimen haastattelun keinoin. Avoin haastattelu sopii fenomenologis-hermeneuttiseen tutkimusmetodiin, jota hy\u00f6dynsin aineiston analyysivaiheessa. L\u00e4hiesimiehet kokivat vallan moniuloitteisesti. Ensimm\u00e4inen kokemus vallasta oli negatiivinen. Valta-sanana toi mielleyhtymi\u00e4 k\u00e4skytt\u00e4misest\u00e4, m\u00e4\u00e4r\u00e4\u00e4misest\u00e4 ja jopa diktatuurista. Tutkittavien pohdittua valtaa syvemmin, muodostui heille my\u00f6s positiivisia kokemuksia vallan k\u00e4ytt\u00e4misest\u00e4. Esimiehen\u00e4 todettiin tarvittavan valtaa. Valtaa tulee k\u00e4ytt\u00e4\u00e4 ja vallan kautta my\u00f6s arvostuksen todettiin kasvavan silloin kun valtaa k\u00e4ytet\u00e4\u00e4n oikealla tavalla. Vallan oikeanlainen k\u00e4ytt\u00e4minen tarkoittaa tutkimuksessani tasapuolisuutta ja oikeudenmukaisuutta ty\u00f6ntekij\u00f6it\u00e4 kohtaan. Tutkimukseni mukaan ty\u00f6ntekij\u00e4t voivat hyvin, jos he saavat kokemuksen vaikuttamisesta. Tutkimuksessani esimiehet kuvaavat vallan k\u00e4ytt\u00e4mist\u00e4 oikeaksi silloin, kun esimies voi kokea itsens\u00e4 mahdollisimman tarpeettomaksi. T\u00e4ll\u00f6in ty\u00f6yhteis\u00f6 uskaltaa toimia itsen\u00e4isesti ilman jatkuvaa ohjausta. T\u00e4m\u00e4 ei kuitenkaan poista esimiehen vastuuta yksik\u00f6st\u00e4\u00e4n. Tutkimukseni mukaan varma esimies uskaltaa ottaa vastuun ja seist\u00e4 sanojensa takana. \n\nAsiasanat: johtajuus, valta, kokemus", "language": "fi", "element": "description", "qualifier": "abstract", "schema": "dc"}, {"key": "dc.description.abstract", "value": "Experience of power usage by Middle Management in the area of social services and healthcare.\n\nSatu Kokkonen\nSocial sciences\nMasters degree research\nDepartment of social sciences and philosophy\nJyv\u00e4skyl\u00e4 Univerity\nTutor: Marjo Kuronen\nSpring 2017\n70 pages + 1 appendix\n \nThe research targets to analyze experiance of power usage by Middle Management. Main concepts in the research are management and leadership, power and experience. I have approached the topic by defining my own interpretation of management and power as well as by stating arguments for the concepts supporting my research. Middle Management acts in a central role as it comes to realisation of the strategy defined for the Organisation. Placed in a space between top management and employees, Middle Management needs to see its own actions as part of the larger Organisation. Middle Management needs to know well the structure of the organisation and its operating principals in order to lead employees to the right direction. Middle Management needs to transform the strategic targets of the Organisation to practical actions performed by employees. There needs to be a strategic vision towards which the Middle Management \"steers the vessel\u201d. One of challenges is change management and change is permanent in an Organisation. Today, it is necessary to be able to adapt permanently according to changing needs. Permanent changes may impact employees\u2019 feeling of security and bring unrest to working community. \n\nMy research is an empiric study of power in which I have interviewed nine members of Middle Management in the area of social services and healthcare. The interviews have been open interviews. The method of open interviews suits to phenomenological - hermeneutic research method that I have used in the analyse phase. Middle Management experiences usage of power in different dimensions. First experience is negative; power as word brings images of ordering, commanding, even of dictatorship. While considering power more deeply, the research subjects found also positive experiences of power usage. As managers, they consider that power is needed. Power should be used and through power usage estime was considered to grow when power was used correctly. Right usage of power in my research means equity and fairness towards employees. According to my research, employees feel good if they can experience that they have influence. In my research middle management describes power usage as correct once the manager feels that they are needed as little as possible. In this kind of situation the working community operates autonomously without continuous guidance. This does not however relief the manager from the responsibility for his or hers unit. According to my research, a self confident manager takes responsibility and stands behind his or hers words.\n\n\nKey words: management, power, experience", "language": "en", "element": "description", "qualifier": "abstract", "schema": "dc"}, {"key": "dc.description.provenance", "value": "Submitted using Plone Publishing form by Satu Kokkonen (satmaako) on 2017-06-08 20:57:07.845675. Form: Pro gradu -lomake (https://kirjasto.jyu.fi/julkaisut/julkaisulomakkeet/pro-gradu-lomake). JyX data: [jyx_publishing-allowed (fi) =True]", "language": "en", "element": "description", "qualifier": "provenance", "schema": "dc"}, {"key": "dc.description.provenance", "value": "Submitted by jyx lomake-julkaisija (jyx-julkaisija.group@korppi.jyu.fi) on 2017-06-08T20:57:08Z\nNo. of bitstreams: 2\nURN:NBN:fi:jyu-201706082755.pdf: 884178 bytes, checksum: 7111a38c0427072f89de95987590686b (MD5)\nlicense.html: 4810 bytes, checksum: d7b12f65d1911a78815ef2c1758c05f0 (MD5)", "language": "en", "element": "description", "qualifier": "provenance", "schema": "dc"}, {"key": "dc.description.provenance", "value": "Made available in DSpace on 2017-06-08T20:57:08Z (GMT). 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