Trust management in the Finnish ministries: evaluation of management systems
By: Harisalo, Risto.
Contributor(s): Stenvall, Jari.
Material type:
ArticlePublisher: 2003Description: p.915-40.Subject(s): Public administration
In:
International Journal of Public AdministrationSummary: Our purpose was to find out to what extent civil servants - managers, specialists, and experts - in 13 Finnish ministries have confidence in their management systems. We defined trust as a kind of deep sentiment, more fundamental than mere acceptance, satisfaction or legitimacy. Trust and mistrust are strong motivators for cooperation and collaboration. They are logical outcomes of social interaction in terms of management systems and context. We found out that civil servants are more likely to trust management if it acts professionally with no emphasis on political factors. Ministers, for instance, can efficiently earn their trust with administrative experience and behavior norms. Our analysis showed that there are both well-trusted and ill-trusted components in management systems implicating that management must be the object of continuous development. As a whole civil servants have more confidence in work community than in strategy, structure, people policies, and administrative processes of the ministries. - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 26, Issue no: 8-9 | Available | AR58085 |
Our purpose was to find out to what extent civil servants - managers, specialists, and experts - in 13 Finnish ministries have confidence in their management systems. We defined trust as a kind of deep sentiment, more fundamental than mere acceptance, satisfaction or legitimacy. Trust and mistrust are strong motivators for cooperation and collaboration. They are logical outcomes of social interaction in terms of management systems and context. We found out that civil servants are more likely to trust management if it acts professionally with no emphasis on political factors. Ministers, for instance, can efficiently earn their trust with administrative experience and behavior norms. Our analysis showed that there are both well-trusted and ill-trusted components in management systems implicating that management must be the object of continuous development. As a whole civil servants have more confidence in work community than in strategy, structure, people policies, and administrative processes of the ministries. - Reproduced.
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