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dc.contributor.authorSoonik, Mart
dc.contributor.otherTartu Ülikool. Sotsiaalteaduskondet
dc.contributor.otherTartu Ülikool. Ajakirjanduse ja kommunikatsiooni instituutet
dc.date.accessioned2010-11-22T12:07:47Z
dc.date.available2010-11-22T12:07:47Z
dc.date.issued2009
dc.identifier.urihttp://hdl.handle.net/10062/15919
dc.descriptionThe subject of the Master's thesis: The Employees' Understanding of their Role and the Representation of a Job as an Organisation based on the example of the Integration Foundation In the given paper the author's main subject of inquiry was the answer to the question „What is the employees' of the Integration Foundation personal role awareness like (i.e. The understanding and expectations concerning the goals and content of their work, satisfaction and motivation) in the context of the organisation and how is this connected to their understanding of the role of the organisation in the society?“ through two main aspects. The first aspect is the individuals' relation to structure or the job, which is based on the typology by the English culturologist Margareth Archer, where she divides people into meta-, autonomous and community reflexive and simply passive categories. According to her metareflexive people are rather orientated towards reaching a higher cultural ideal, autonomous reflexives wish to promote their own personal career and community reflexives devote mostly to their home and friends and what happens at work is not so relevant for them. Passive and the type that do not have an active attitude towards the goals of their life and things just happen to them. Secondly, as a basis of study the author used the organisation theories referenced in Maaja Vadi's research and tied them to Archer's typology. In order to perfect the theory of organisation the author looked at Garreth Morgan's organisation metaphors, which helped characterise the contradictory roles in the Integration Foundation. Mostly the mechanistic and „brain“ type of holographic organization were focused on and as well were tied to Archer's typology. The empirical material for the study was gathered by internal communication audit and later qualitative research (focus group and in-depth interview). In addition, in some cases the results of the external communication audit were taken into consideration. When introducing the Integration Foundation the author analysed its goals, vision, mission, structure and values and discovered that in belonging to several sector at a time this organisation is most similar to the quasi-NGO (QANGO) disquisition which most common in England. This kind of organisations in form belong to the non-profit sector, but in reality are governed by the state and in the boards of such organisations are mostly politicians. After that the author analysed in opposition pairs the empirical data by incorporating the recipients' answers in the qualitative study with other studies carried out in the foundation. Towards the end patterns of sensing a work position at the Integration Foundation were formed where a table to be analysed was created by tables of thematic opposition pairs according to which end of the scale the employees were placed in preceding research. 4 clearly distinct groups formed. Firstly groups A and B, who viewed the foundation as fundcentred (group B was separate because people who belonged in this group accepted this role of a formal cash machine). Secondly groups C and D, to whom the foundation was rather politics-centred (group D was distinct because of a clearer sense of being a team). Thirdly group E, which viewed the foundation as competence-centred and finally group F, to which the Integration Foundation was a formal place of work, the role of which is not important. From the viewpoint of independence and political influence the most important conclusion was that those who feel a stronger political influence have, according to their own words, less freedom and liberty of choice. This kind of situation is very negative to the metareflexive type, but the community and autonomous type are rather more content with the foundation's role as in reality still an agent of the government. Towards political influence and independence group A was critical, group B more acquiescent, groups C and D understanding and supportive. The metareflexive type in particular connected their own motivation with the ability to say their say in the matters. The main conclusion from the internal audit was that in the foundation people's opinion is seldom asked, even less do employees share their opinions and even less are their opinions taken into consideration. At the same time motivation to continue working at the foundation was very low. A clear connection formed between these two conclusions, which allows the author to propose that the more employees are fitted in, the 128 more motivated they feel. The least motivated were people belonging to group A and the most people belonging to group E. From the responses also became clear what motivates and keeps the employees working in the foundation. For most the most important and primary thing was great colleagues. A little fewer respondents valued the work. The most common reason for talking about work in that case was complaining about its volume and intensity. It was then possible for the author to divide the people who considered work the most important as autonomous reflexive and those valuing people the most as community reflexive. Group D valued colleagues the most and group E talked about work the most. The liveliest discussion was brought about by the question about the employees' vision of their role (content experts vs bureaucrats) and the role of the Integration Foundation in the society (a mechanistic organisation orientated towards giving out money vs a competence centre bearing the metaphor of a network creating „brain“). There was no clear sign of only the content experts thinking of the foundation as a competence centre and the bureaucrats as a money machine in the study, but the content experts had more expectations that the foundation should be more of a competence centre and less a mechanic money machine. It appears that especially the metareflexive type was discontent with their role as a bureaucrat and the foundation as a money machine. The bureaucrats, who were in the majority, viewed the foundation more as both a money machine and a competence centre, but they seemed more acquiescent with the current situation. The respondents were categorised according to Archer's typology in a way that the bureaucrats remained more in the autonomous reflexive category and the content experts in the metareflexive. When talking about the change in time, the recipients saw the foundation in the past as more of a small and a „brain“ type of organisation, where they were able to deal with the content more and for the future there was also the expectation of having more to do with content. In the study was also included the change of employees' understanding of their job position in case of a change in their job title. Those who preferred the name of a project manager also valued more the role of taking the lead and responsibility and those who wished to be content experts preferred the title of a coordinator. Quite a big proportion of the respondents were neutral in this matter. In the light of Archer's typology the author divided the coordinators as 129 metareflexive, project managers as autonomous reflexives and the people who did not care about their title as community reflexive. In conclusion the author concludes that taking into consideration the controversial role of the Integration Foundation more attention should be paid to the groups with different needs. Among the Integration Foundation workers there is no common or dominating view of its goals and content and the purpose of its organisation communication should be the unification of the opposition between all the different views and integration of the different standpoints. In addition, the author considers it important that in the mission, vision and goals of the Integration Foundation the declared role would seem real for the employees, that work force would be used more thoughtfully, that the motivation system, cooperation with the employees and support services would be developed towards creating a competence centre, i.e. using Morgan's metaphors a „brain“-type organisation.en
dc.description.urihttp://www.ester.ee/record=b4037424*est
dc.language.isoetet
dc.publisherTartu Ülikoolet
dc.subjectmagistritöödet
dc.subject.otherorganisatsioonidet
dc.subject.otherorganisatsioonikultuuret
dc.subject.otherorganisatsioonikliimaet
dc.subject.othersisekommunikatsioonet
dc.subject.othertöötajadet
dc.subject.othertöösuhtedet
dc.subject.otherkuvandet
dc.subject.otheridentiteetet
dc.subject.otherorganisatsiooniteooriaet
dc.titleTöötajate arusaamad oma rollist ja töökoha kui organisatsiooni representatsioon Integratsiooni Sihtasutuse näitelet
dc.typeThesisen


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