Table 1. The grounded theory result of... | Emerald Publishing

Table 1.

The grounded theory result of second-line managers’ perceptions of, prerequisites for and experience from the implementation of changes in relation to the five focus areas to improve conditions for their manager’s work conditions

Relationship between categories; thematic area	Categories	Focused codes	Core category
Engagement	Managers’ prerequisites – an area with an imperative need for change	Imperative with a focus on managers’ prerequisites for work	A complex challenge with an unclear result – For perceived improvement; involvement, engagement; and consideration for the context of the organisation is needed in a cohesive implementation process
		Measures necessary for better prerequisites, irrespective of decisions
	Difficulties in applying content of decided directives – need to problematise	Unproblematised decision
		Problematising of the assistant manager’s role
	Engagement to create understanding – desirable to be able to take responsibility	Uncertainties over the motive of the content from a top-down decision
		Input was disregarded or not sought by top management
		Lack of dialogue and participation
Facilitation	Dialog and structure as support – different needs in different organisations	Forums for dialogue
		Support personnel can be brought in
		Uncertainty about support structures
		Internal support within the organisation
Achievement	Adapting approach and strategy – to unite the needs of the organisation with the decision	Approach to the decision
		Adapt solution to the manager’s role in your own way to comply with the decision
	Are we getting where we want to go? – experiences and achievement of goals	Experience from changes
		Uncertainty regarding improvement of managers’ prerequisites

Relationship between categories; thematic area	Categories	Focused codes	Core category
Engagement	Managers’ prerequisites – an area with an imperative need for change	Imperative with a focus on managers’ prerequisites for work	A complex challenge with an unclear result – For perceived improvement; involvement, engagement; and consideration for the context of the organisation is needed in a cohesive implementation process
		Measures necessary for better prerequisites, irrespective of decisions
	Difficulties in applying content of decided directives – need to problematise	Unproblematised decision
		Problematising of the assistant manager’s role
	Engagement to create understanding – desirable to be able to take responsibility	Uncertainties over the motive of the content from a top-down decision
		Input was disregarded or not sought by top management
		Lack of dialogue and participation
Facilitation	Dialog and structure as support – different needs in different organisations	Forums for dialogue
		Support personnel can be brought in
		Uncertainty about support structures
		Internal support within the organisation
Achievement	Adapting approach and strategy – to unite the needs of the organisation with the decision	Approach to the decision
		Adapt solution to the manager’s role in your own way to comply with the decision
	Are we getting where we want to go? – experiences and achievement of goals	Experience from changes
		Uncertainty regarding improvement of managers’ prerequisites