Ett litet ord betyder så mycket : Alliansregeringen, Handlingsplanen och betydelseförskjutningarav begreppet mäns våld mot kvinnor

A little word may mean so much: Changed meanings of the concept men’s violence against women This article concerns the process of policymaking in the Swedish political system with a focus on the concept of men’s violence against women. The material analyzed is based on interviews with key civil servants and the Minister of Equality responsible for the ”Action Plan for Combating Men’s Violence Against Women” launched by the right wing government in 2007. The article shows how a shift in the concept of men’s violence against women is achieved through complex negotiations involving the administration staff as well as the political representatives.The outcome is a change from an understanding of the issue as a structural gender power relation problem, to explaining it as related to individual deviations. This change has been made by re-wording and editing out earlier understandings of men’s violence against women as a structural gender power concern in policies and guidelines, so that the concept is framed as something pertaining to groups of vulnerable women with specific individual obstacles. The political goals are then expressed along the lines of providing support for each group’s designated problems, but the connection to gendered power structures is made invisible.

Uppföljning och utvärdering av det balanserade styrkortet : Är balanserat styrkort ett värdeskapande och strategiskt instrument inom den kommunala verksamheten?

The need to steer economic development has always been great and as management model has the balanced scorecard has been popular since the mid- 1990s, mainly in the private sector but also in the municipal sector. The introduction of the balanced scorecard has been primarily to organizations to see more than economic dimensions. The Balanced Scorecard was originally a measurement system, and today it works more as a strategic instrument. In our study is a case study to evaluate a municipality and how they make use of the balanced scorecard as a tool for strategic and value-adding work in municipal activities. In the local business is it important that the organization adapts the balanced scorecard, so it fits on the basis that it is a politically driven organization, with mandates, committees and administrations. In our study, we used a qualitative method with a deductive approach. In the study, we have gathered information through a case study where we interviewed 7 people in leading positions. In our analysis and results section, we came to the conclusion that the municipality does not use the balanced scorecard correctly. We also found that the balanced scorecard as a tool for value creation and strategic planning does not work in a favorable way. In our study, we see difficulties with the implementation of the balanced scorecard. If the municipality has invested in implementing the balanced scorecard at all levels of the business so the municipality would be able to use it on one of the activities more adequately. When the municipality is a politically driven organization, it is important that vision alive and changing based on the conditions that reflect the outside world and the municipality in general. Looking at a vivid vision, goals and business ideas, it's balanced scorecard in line with how a balanced scorecard should look like. The municipality has a strategic plan in terms of staff and employees at large. In the study, we have seen that the strategic plan is not followed up in a good way and for the business favorably, the municipality chooses the easy way out for evaluation. Employee participation to changes and ongoing human resources management feels nonexistent. However, as has been the vision of creating empowered and motivated employees. In our conclusion, we describe how we in our study look at the use of the balanced scorecard in municipal operations. We can also discern that a balanced scorecard as a tool for value creation and strategic work is good if it is used properly. In the study, we have concluded that the municipality we have chosen to study should not use the balanced scorecard when you have not created the tools and platforms required for employees, civil servants and politicians to evaluate, monitor and create a living scorecard change over time. The study reveals major shortcomings in the implementation, evaluation and follow-up possibilities, and the consequence of this is that the balanced scorecard is not - 4 - preferable in municipal operations as a strategic instrument for value creation and long-term planning.