Options of privatization and shared responsibility: organization of work and mastery of change in new hybrids of private and public sectors
The project finished 29th of February 2008.
It was financed by the Finnish Ministry of Labor and it was a part of a large scale undertaking by the Ministry called Workplace Development Program. The project started on 1st November 2004 and finished on 29th of February 2008. The first aim of the project was to study different structures of organizational hybrids and different models of co-operation in public-private and other hybrid organizations in Finland and internationally through literature review. The second aim was to study work practices and change in the Finnish organizations and to develop tools for better mastery of change. This was planned to be done in co-operation with the organizations using a participatory intervention method. The third aim was to analyze how the societal and structural change in Finnish society is connected to the emergence of new hybrid organizations and the change in societal division of labor. The research subjects presented public and third sector.
One of the municipal level research subjects was going through an extensive organisational change, which was three-dimensional and includes changes to decision making structures (model of mayorship), administrative structures (processes thinking combining sectors) and production structures (purchaser-provider split, dividing agents). The new model was based on the need to clarify the political nature of the planning and to ensure a more customer-oriented approach. The other municipal level organisation was a large city in southern Finland that extensively out sources social and health services.
One of organisations was a governmental agent (infra-structure field) that since the beginning of the year 2001 has no longer own production. This meant that its production structure was a pure purchaser-provider split.
The third sector agent was a service provider, whose goal is to improve the individual’s ability to work and function in society through working. The target groups are long term unemployed, people under threat of social exclusion and the disabled. This organisation was an example of a public, third and private sector hybrid that is mainly financed by the public sector. Most of the trainees arriving there are sent by the state level, local Employment Office and the main major financial contributor is the city. Business aspects like production, subcontracting and placing trainees in firms are central dimensions of its activity.
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