Business is changing and so are society?s expectations. Companies are expected to take responsibility for their trade and the context they are operating in, by looking at socially, economically and environmentally aspects. Many companies handle it by implementing corporate social responsibility (CSR) to their line of action. This is often handled by collaborating with other organisations, such as non-governmental organisations.

This study is based on interviews with four managers in public elderly care and four managers in private elderly care. The aim of this paper is to examine how these managers are experiencing their leadership in relation to conflict management, and if the managers leadership differs depending on private or public elderly care. Leadership and conflict management are theories that have been used in order to analyze the empirical findings. Previous research that has been used in the study concerns ?leadership/leadership styles?, ?conflict management?, ?to be active in the private/public elderly care?.

Through our study we have found that there are moresimilarities than differences in leadership styles. The dominant leadership style of managers in both private and public sector is the democratic leadership style, often in combination with other styles; most notably the authoritarian leadership style. The charismatic leadership style doesn't seem to be popular in neither private nor public sector.Title:                                                                              A study of leadership styles in public and private sector Course:                                                    Bachelor Dissertation - LeadershipAuthors:                                                  Milos Kostic and Rudina ShabaniAdvisor:                                                   Ingemar WictorKeyword:                                                Leadership style, public, private, leadershipProblem formulation:          What differences and similarities in leadership styles are there between managers in private companies and managers in public companies?Purpose:                                                  Our purpose has been to find which similarities and differences there are in leadership styles between managers in private sector and managers in public sector.Theoretical framework:       After studying the theory of leadership, we found four different leadership styles relevant to our study. In the theoretical framework we discuss theories of authoritarian leadership, democratic leadership, laissez-faire leadership and charismatic leadership.

The purpose with this essay was to analyse the view of parental leave in the public and private labour market. How does the economical compensation affect the parent's use of parental leave, with focus on the fathers "earmarked" months? Were there any differences in private companies and public organisations? We chose to look at past research and theories about father/men's usage of "60 day parental leave" from a point of gender and equality perspective. In regard to our questions we preformed qualitative, semi structural interviews. We picked people at random to interview at both private companies and public organisations that had or had not extra economical compensations except what the social insurance office paid during parental leave.

This study is based on interviews with four managers in public elderly care and four managers in private elderly care. The aim of this paper is to examine how these managers are experiencing their leadership in relation to conflict management, and if the managers leadership differs depending on private or public elderly care. Leadership and conflict management are theories that have been used in order to analyze the empirical findings. Previous research that has been used in the study concerns ?leadership/leadership styles?, ?conflict management?, ?to be active in the private/public elderly care?.

Through our study we have found that there are moresimilarities than differences in leadership styles. The dominant leadership style of managers in both private and public sector is the democratic leadership style, often in combination with other styles; most notably the authoritarian leadership style. The charismatic leadership style doesn't seem to be popular in neither private nor public sector.Title:                                                                              A study of leadership styles in public and private sector Course:                                                    Bachelor Dissertation - LeadershipAuthors:                                                  Milos Kostic and Rudina ShabaniAdvisor:                                                   Ingemar WictorKeyword:                                                Leadership style, public, private, leadershipProblem formulation:          What differences and similarities in leadership styles are there between managers in private companies and managers in public companies?Purpose:                                                  Our purpose has been to find which similarities and differences there are in leadership styles between managers in private sector and managers in public sector.Theoretical framework:       After studying the theory of leadership, we found four different leadership styles relevant to our study. In the theoretical framework we discuss theories of authoritarian leadership, democratic leadership, laissez-faire leadership and charismatic leadership.

Abstract D Level Essay in Political Science, Spring Semester 2010 by Sangrid von Zedtwitz-Liebenstein. Tutor: Malin Stegmann McCallion. ?Democratic Accountability in Networks? The aim of this study is to highlight the problem of the democratic deficit in the private-public partnerships in Sweden. This is a comparative case study with four ideal types.

The aim of this master thesis is to study how the development of a public library by means of ideas and methods from the private sector can be related to traditional core values. We base our study on institutional theory, which focuses on norms and values in an organisation, and new institutional theory, which focuses on how organisations are influenced by changes in the environment. We also use New Public Management with a market focus to analyze the implications of a development towards a more market oriented view.The method used is that of a case study of a new library concept, Idea Stores in London. Idea Stores are a number of new public libraries in Tower Hamlets developed from the results of a major opinion survey about libraries. The Idea Stores combine traditional library services with elements of adult education and lifelong learning in a partnership with local learning centres.

The main objective of the essay is to define the meaning of the termgovernance network on the basis of democratic values ? both normative andimperial - with the aim to analyse the prospects to develop an effective anddemocratic governance. Democratic values as well as civil participation,enlightenment, responsibility and approachability are discussed, but also moreeffectivness orientated values.It is clear from the presentation how normative and democracy models putdifferent values in focus, with the consequence that other values are played downor pushed aside. Compared to imperial research in partnership ? by definition atype of network arrangement - and with a starting point in democracy andefficiency, the networks are discussed as political formation.In what sense can the actual existing network arrangements meet and fulfil thedefined political values? As no straight forward answer exists, there is an ongoingconflict between the political demand for slowness and the effectiveness demandfor flexibility and mobility..

The purpose of this paper is to perform an in-depth analysis of how New Public Management reforms have impacted management practises in two publicly financed elderly care providers in Sweden. The paper studies one public and one private elderly care provider and analyses to what extent they have implemented New Public Management methods. The results are based on interviews with several persons within the two organisations and analysed using the seven New Public Management doctrines as described by Christopher Hood (1991; 1995). The major finding in the thesis is that the level of exposure towards New Public Management reforms differs between the two studied organisations where the private provider is exposed to the reforms to a greater extent than the public. The paper concludes that the main reasons for the low extent of exposure in the public provider could be attributed to the lack of measurable standards performance as well as the proximity to the political leadership..

The purpose of our essay is to investigate and compare the general and operational risk management in the private and public sector. As an introduction to the subject we describe the differences and similarities between the two sectors. Our survey is based on the term risk, the definitions of risk management, its development and finally the process of risk management. Since our survey is focusing on operational risks we also describe the operational process and the specific operational risks.The method we used to investigate the subject is a quantitative method. A survey was sent to 100 companies in Sweden, of which 50 were private companies and 50 were public companies.

An investigation of the remedies in the Swedish Public Procurement Law. The result of this investigation shows that the remedies are not satisfactory in upkeeping the Procurement Law. The swedish legislator has not fulfilled the demands of the European Councils Regulations in this area. This results in ineffective use of public funding as well as discriminating actions against private suppliers. I have found that some changes must take place in the legislation and that an electronic procurement procedure makes the legislation easier for both the public and the private parties to understand..

This study finds that the Swedish Government has a process for purchasing financial advisory services that is more transaction-oriented than the corresponding process at a Swedish private equity firm. The conclusion is supported by previous research comparing public and private sector purchasing processes. However, the differences between the two purchasing processes are not as significant as one might believe given the fact that the Government, unlike the private equity firm, has to operate under the Public Procurement Act (LOU). The tendency of the Swedish Government to apply a more relationoriented purchasing approach than expected is most likely driven by the fact that this represents the established professional norm for purchasing of professional services in the private sector. As LOU and the professional norm impose contradictory influences on the Swedish Government?s purchasing of financial advisory services, the final outcome depends on which of the two forces that dominate..

This study?s aim was to explore how the social media Twitter is used by Swedish political leaders and how they manage the relationship between having both private and public conversations in a new public sphere, the social sphere. In Sweden, studies in this area are yet to grow. We achieved our aim by responding to our three questions at the issue: What kind of content is published in each of the politicians Twitter stream? Are the politicians private or public persons on Twitter? Are the politicians using Twitters interactive functions? We conducted our analysis by performing a quantitative content analysis.

Title:Professional skills in public and private sectors Date:2011-05-18 Authors:Zinajda Avdic & Binasa Jasarevic Tutor:Viktorija Kalonaityte Examiner:Richard Nakamura Key words:Competence, professional, public sector and private sector. Thesis purpose:To find out what factors are behind the company and the authority identifies  their training needs, what methods they use in the evaluation of outcomes can be integrated into the organization.Method:A qualitative study with a hermeneutic approach and an abduction approach. Theory:The theory depends substances skills, skills needs and skills assessment. Empirical data:Data collected through two interview people on the two public sectors authorities, and two companies in the private sector.Conclusion:We found that organizations put a lot of time and resources to develop, identify and plan professional skills through internal and external courses. The differences between them are determined not by the fact that they are in the public sector or the private, but from organization to organization.