Mångfald, ledning och idéspridning i Malmö stads organisation

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Mångfald, ledning och idéspridning i Malmö stads organisation

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Publication Article, other scientific
Title Mångfald, ledning och idéspridning i Malmö stads organisation
Author(s) Rönnqvist, Sofia
Date 2007
English abstract
This study can be regarded as a continuation of the study relating to how diversity was interpreted in different parts of the City of Malmö. That particular study showed that the diversity goals formulated by the City of Malmö were interpreted in very different ways in different parts of the city; a fact that made a study of the role and importance of leadership when it comes to spreading ideas about diversity much more attractive. This study's empirical framework consists of interviews with senior managers and with politicians, as well as the scrutiny of political documents and action plans. The empirical investigation showed that politicians and managers who are close to the political level thought that the organisation should be able to handle differences of an internal as well as an external nature. They interpreted diversity as something qualitative and thought that the organisation would have to change if it was to encompass different kinds of people. The other managers interviewed had a slightly different concept of the meaning of diversity. In their view the quantitative representation of different ethnic groups was needed in order to understand and interpret the needs of the different social and ethnic groups. Social problems could, for example, be handled in a more efficient manner if the staff of the organisation had a wider local knowledge. The managers also encountered different dilemmas in relation to the implementation of the diversity idea; dilemmas relating to the interpretation of different competences and the fact that some competences are not evenly distributed in different segments of the population. Such dilemmas are also related to issues of heterogeneity and homogeneity. There was also a dilemma when it came to power and different ideas and interests in the organisation. It was apparent that the managers do not really solve these problems and that their actions are rather passive when it comes to diversity issues. Their way of dealing with the problems is either to say that the problems will solve themselves over time or to redefine them. Instead of viewing the diversity issue as an organisational matter, the managers deal with it as different forms of societal problems that have to be controlled. Qualitative issues relating to diversity and organisational change are left out. Why this happens can be explained in two ways. The first explanation is that the managers act in a pragmatic way. Organisational problems and vague action plans leave the floor open for different solutions and pragmatic ways of dealing with problems. Another interpretation is that the organisation's different ideas and views about diversity and welfare policy interact and conflict, which naturally leads to confusion. In other words, the organisation has problems in deciding whether diversity is an issue connected to social control or to innovation.
Publisher Malmö Institute for Studies of Migration, Diversity and Welfare (MIM) and School of International Migration and Ethnic Relations (IMER)
Host/Issue Current Themes in IMER Research;7
Series/Issue Current Themes in IMER Research
ISSN 1652-4616
ISBN 978-91-7104-074-9
Pages 68-104
Language swe (iso)
Subject(s) ethnic diversity
the spread of ideas
City of Malmö
Humanities/Social Sciences
Research Subject Categories::INTERDISCIPLINARY RESEARCH AREAS::Ethnicity
Research Subject Categories::SOCIAL SCIENCES::Social sciences
Handle http://hdl.handle.net/2043/9868 (link to this page)

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