{"id":1063,"date":"2017-11-20T12:01:03","date_gmt":"2017-11-20T11:01:03","guid":{"rendered":"https:\/\/blog.ki.se\/rektor\/?p=1063"},"modified":"2017-11-21T10:53:53","modified_gmt":"2017-11-21T09:53:53","slug":"nu-ser-vi-over-kis-organisation","status":"publish","type":"post","link":"https:\/\/blog.ki.se\/rektor\/2017\/11\/20\/nu-ser-vi-over-kis-organisation\/","title":{"rendered":"Nu ser vi \u00f6ver KI:s organisation"},"content":{"rendered":"

In English below.<\/strong><\/p>\n

V\u00e5r senaste medarbetarunders\u00f6kning ger viktiga signaler; m\u00e5nga medarbetare upplever att nuvarande organisation \u00e4r otydlig och att det \u00e4r sv\u00e5rt att relatera till de \u00f6vergripande m\u00e5len f\u00f6r verksamheten. En tydlig strategi och en \u00e4ndam\u00e5lsenlig organisation \u00e4r helt n\u00f6dv\u00e4ndig f\u00f6r att skapa de b\u00e4sta f\u00f6ruts\u00e4ttningarna f\u00f6r utbildningen och forskningen vid v\u00e5rt universitet. Det \u00e4r ocks\u00e5 n\u00f6dv\u00e4ndigt att s\u00e4kerst\u00e4lla det kollegiala inflytandet.<\/p>\n

Konsistoriet har sett behovet. Vid sitt senaste sammantr\u00e4de den 16 oktober, fattade konsistoriet beslutet att se \u00f6ver ledningsorganisationen. M\u00e5let \u00e4r att Karolinska Institutets nya organisation ska vara p\u00e5 plats \u00e5r 2019.<\/p>\n

Strategiskt ledarskap och tydligt ansvar<\/h3>\n

Behoven av tydlighet och gemensamma m\u00e5l f\u00f6r v\u00e5rt universitet \u00e4r uppenbara. Det handlar om att st\u00e4rka kvaliteten i utbildningen och f\u00e5 \u00e4nnu h\u00f6gre kvalitet i forskningen. Och det handlar om ett strategiskt ledarskap som s\u00e4kerst\u00e4ller fortsatt internationalisering och samverkan med viktiga akt\u00f6rer som Stockholms l\u00e4ns landsting, Karolinska Universitetssjukhuset, n\u00e4ringsliv och finansi\u00e4rer. En omorganisation syftar d\u00e4rut\u00f6ver till att skapa en tydlighet i ansvar och befogenheter, och effektiva st\u00f6dfunktioner.<\/p>\n

KI:s ledning har nu inlett diskussioner med prefekterna och dekanerna om hur en ny organisation ska se ut. KI-ledningens bes\u00f6k p\u00e5 institutionerna ger oss ocks\u00e5 v\u00e4rdefulla inspel. N\u00e4r vi har en m\u00e5lbild f\u00f6r en ny organisation ska den \u00e4ven f\u00f6rankras hos anst\u00e4llda och studenter.<\/p>\n

Det \u00e4r tydligt att en l\u00e5ngsiktig finansiering med s\u00e5v\u00e4l st\u00e4rkta basanslag som donationer beh\u00f6vs f\u00f6r att s\u00e4kra kvaliteten i utbildningen och forskningen. En f\u00f6ruts\u00e4ttning f\u00f6r detta \u00e4r strategisk kraft hos ledningen.<\/p>\n

Tankar om ny modell<\/h3>\n

Den b\u00e4rande organisationsmodellen sedan 1993 har varit ett antal sj\u00e4lvst\u00e4ndiga institutioner, som leds av prefekter, st\u00e4llda direkt under rektor. I dag har vi tre styrelser, en vardera f\u00f6r utbildning, forskarutbildning och forskning, och en universitetsstyrelse. Det har varit en framg\u00e5ngsrik organisation \u2013 i f\u00f6rsta hand tack vare v\u00e5ra forskare och l\u00e4rare som verkar inom den. Men vi ser behoven av en utveckling f\u00f6r att st\u00e4rka den gemensamma inriktningen \u2013 v\u00e5rt gemensamma m\u00e5l och v\u00e5r vision i arbetet med v\u00e5r kommande Strategi 2030.<\/p>\n

Vi pr\u00f6var nu, tillsammans med konsistoriet, tankar om en ny modell som till sin omfattning inte ska \u00f6ka antalet ledningsfunktioner ovanf\u00f6r institutionsniv\u00e5n. Den ska inte heller \u00e4ndra p\u00e5 nuvarande institutionsindelningar. Klart \u00e4r redan att bilda ett kollegialt r\u00e5d f\u00f6r att skapa \u00f6kade f\u00f6ruts\u00e4ttningar f\u00f6r medarbetarinflytande och d\u00e4rmed ett minskat avst\u00e5nd till KI:s ledning. Den b\u00e4rande tanken m\u00e5ste vara en tydlig organisation d\u00e4r medarbetarna kan relatera till de \u00f6vergripande m\u00e5len f\u00f6r verksamheten. P\u00e5 s\u00e5 s\u00e4tt har vi beskrivit premisserna som KI:s organisation b\u00f6r k\u00e4nnetecknas av:
\n– Tydliga ansvarskedjor, med harmoniserade ansvar och befogenheter
\n– Ett kollegialt inflytande p\u00e5 ledningsniv\u00e5, i principiella och \u00f6vergripande fr\u00e5gor
\n– Kvalitet i k\u00e4rnverksamheterna
\n– Effektiva st\u00f6dfunktioner
\n– Att den nya organisationen i storlek\/omfattning ska vara neutral vad avser lednings-funktioner ovan institutionsniv\u00e5n.<\/p>\n

In English:<\/strong><\/p>\n

It\u2019s time to review KI\u2019s organisation<\/h1>\n

Our latest employee survey has given us some important signals; many of our staff feel that the present organisation lacks clarity and that it is difficult to relate to KI\u2019s overall goals. A clear strategy and a fit-for-purpose organisation are absolute necessities to create the best possible conditions for education and research at our university. We also need to secure collegial influence.<\/p>\n

The University board has understood the need. At its latest meeting, on 16 October, the University board decided to review the management organisation. The objective is for Karolinska Institutet to have a new organisation in place by 2019.<\/p>\n

Strategic leadership and clear responsibilities<\/h3>\n

The need for clarity and common goals at our university is obvious. We have to strengthen quality in our education and achieve even higher quality in our research. And we need to have a strategic leadership that ensures continued internationalisation and interaction with important players like Stockholm County Council, Karolinska University Hospital, trade and industry, and funding providers. In addition, a reorganisation will also aim to create clarity in responsibilities and authority and effective support functions.<\/p>\n

KI\u2019s management has now begun discussing what a new organisation should look like with the heads of department and the professors. KI\u2019s management team\u2019s visits to the departments also give us valuable input. When we have a clear picture of the new organisation it will also need to have the backing of our staff and students.<\/p>\n

It is clear that long-term funding with both basic appropriations and donations is needed to secure the quality of our education and research. A precondition for this is strategic strength on the part of the management team.<\/p>\n

Thoughts on a new model<\/h3>\n

The bearing organisational model since 1993 has been a number of autonomous departments, led by heads of department and reporting directly to the vice-chancellor. Today we have three boards, one each for education, doctoral education and research, and a university board. The organisation has been successful \u2013 thanks mainly to our researchers and teachers who work in it. But we see the need for development to strengthen the common aims \u2013 our common goals and our vision in our work on our coming Strategy 2030.<\/p>\n

Together with the University board we are now examining ideas for a new model that in its scope will not increase the number of management functions above department level. Nor must it change the present department structure. It has already been decided to form a collegial council to create greater prerequisites for co-determination and thereby shorter distances to KI\u2019s management. The bearing idea must be a clear organisation where staff can relate to KI\u2019s overarching goals. We have described the premisses that should characterise KI\u2019s organisation like this:
\n\u2013 Clear chains of responsibility, with harmonised responsibilities and authority
\n\u2013 Collegial influence at management level in overarching and fundamental questions
\n\u2013 Quality in our core activities
\n\u2013 Effective support functions
\n\u2013 That the new organisation in size\/scope shall be neutral as regards management functions above department level.<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

In English below. V\u00e5r senaste medarbetarunders\u00f6kning ger viktiga signaler; m\u00e5nga medarbetare upplever att nuvarande organisation \u00e4r otydlig och att det \u00e4r sv\u00e5rt att relatera till de \u00f6vergripande m\u00e5len f\u00f6r verksamheten. 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