Vårt syfte med uppsatsen är att utreda vilka faktorer som är av vikt för en framgångsrik förändringsprocess samt vilken påverkan ledarskap har på faktorerna. Vi genomförde en kvalitativ undersökning där vi intervjuade tio personer som är yrkesverksamma på två hotell i Sverige. Vi intervjuade respondenterna om den förändringsprocess som ett hotellkedjebyte innebär, och om den ledarstil hotellens general managers anser sig ha och ha haft under bytet. Våra sekundära källor utgörs av teorier inom framför allt service management, Change Management samt ledarskap/management. Vi har använt en blandning av induktivt och deduktivt arbetssätt.

Several theoretical models of change exist concerning attachment, but an integrated view and knowledge of the role separate factors of change play for the individual is lacking. This phenomenon is hereby studied by semi-structured interviews of 20 persons. Change and factors of change are examined statistically with affectregulation as measure of attachment. The results show that these individuals´ changes are small and mostly towards secure attachment. Metacognition is related to greater change towards secure attachment.

Title:Change strategies in the transition towards a cashless banking systemLevel:Final assignment for Bachelor Degree in Business AdministrationAuthor:Elin Lånström och Vildana SmailagicSupervisor:Stig SörlingDate:August 2013Aim:In our study, we compare what it is that drives a bank to implement changes in their business, what problems these changes may bring, and how organizations deal with these. We do this by studying how different banks choose to relate to the handling of cash.The questions we ask ourselves are:? What lies behind the decision to make changes in cash management?? How is the change implemented in practice?? What do banks think this change will mean for the future?Method:The study was conducted with the help of a qualitative scientific method. We conducted interviews with representatives of four banks, and made use of secondary data in the form of scientific literature and scientific articles.Result & Conclusions:Organizations implement changes in order to adapt and achieve balance with their environment but also within the organization itself. Our study shows that the decision to introduce cashless branches is mainly a result of banks' efforts to become more cost efficient.

This essay aims to map the ideas behind the Swedish cultural reform called Kultursamverkansmodellen, and how the ideas are forming a discourse. Furthermore it examines the social praxis on the three levels that constitutes the model. The three levels are the state, the region and culture creators/civil society. This is a qualitative study based on primary and secondary sources collected on the three levels. The theoretical frame of reference is based on institutional theory, on Michel Foucault?s lecture on The Discourse of Language, and on New Public Management.

This study aims to investigate how small scale manufacturing companies reason around an implementation of a PLM-system, as well as the suitability of these systems compared to larger companies. The study is built on a qualitative method. Initially, secondary data was gathered through books, articles and reports. Primary data was gathered through four interviews. Two interviews were performed with PLM resellers, one interview was performed with a PLM developer, and one interview was performed with a small scale manufacturing company that opted to not implement a PLM-system.The results imply that overall differences between larger and smaller companies exist in regard to the need of PLM systems.

The purpose of this study was to examine the relation between self-determination theory and its three basic needs: competence, autonomy and relatedness, and commitment to change in an organizational change. Another purpose was to examine if the quality of the communication and the effects on the organization and way to work can predict commitment to change. Considering that organizational changes is very common today there is an interest to ease and improve the change process. The survey contained the scales Commitment to change scale and Basic need satisfaction at work scale and the participants were 39 office-workers who recently had gone through an organizational change. The result indicated that it?s possible to predict commitment to change from self-determination theory, communication and effects on organization and way to work.

The complex, ever growing and changing environment, requires that today's organizations are dynamic and willing to change in order to stand competitive.This awareness has made change number one priority in almost all organizations' agenda.We live in a world that is constantly changing, yet many organizations fail to change successfully. When a change occurs in complex environments with multiple stakeholders, it immediately increases the complexity and the challenges of the change process.A complex situation may arise when, for example, partial outsourcing of the corporate information system infrastructure. Two of the most difficult challenges that organizations face today is to conduct a successful change process and managing the effect of a change, such as arising expectations. It is very common for change in an organization not to achieve the desired result or that they even fail. There may be a lot of reasons for these failures.

This paper aims to study the Armenakis´ theory of readiness, "are they ready?", which consists of five key components affecting the outcome of an organizational change. In this case study, the intention is to investigate if any component is important; alternatively if it is possible to discern a pattern between components, i.e. how they correspond to each other. During the past 30 years have a research group lead by Armenakis has studied organizational change and how resistance to change can be avoided by preparing employees in the introductory phase of change. The main object for Armenakis is the question "what determines whether the employees (change recipients) adopt and support, or reject and resist a change".

This paper is a degree project on the C-level, 15 points at University West, Department of Business and IT dept. Informatics. This study is about agile methodology and its impact on IT projects. Requirements management is a process within an IT project, where customer has certain requirements that must be met by an IT system. The difference between the traditional and agile development is in the requirements management process and it can cause problems in a project.

This paper aims to study the Armenakis´ theory of readiness, "are they ready?", which consists of five key components affecting the outcome of an organizational change. In this case study, the intention is to investigate if any component is important; alternatively if it is possible to discern a pattern between components, i.e. how they correspond to each other. During the past 30 years have a research group lead by Armenakis has studied organizational change and how resistance to change can be avoided by preparing employees in the introductory phase of change. The main object for Armenakis is the question "what determines whether the employees (change recipients) adopt and support, or reject and resist a change".

This paper is a degree project on the C-level, 15 points at University West, Department of Business and IT dept. Informatics. This study is about agile methodology and its impact on IT projects. Requirements management is a process within an IT project, where customer has certain requirements that must be met by an IT system. The difference between the traditional and agile development is in the requirements management process and it can cause problems in a project.

Change is a natural state for both people and institutions, but as the surrounding world moves faster it becomes important to quickly be able to adjust to new conditions. Customers? force of negotiation increases as the global competition grows. One factor that becomes more vital to customers is the amount of quality standard a company can offer them. Several factors are essential if a work of change will be considered a successful investment, where the change can be perceived in both a positive and negative way for an employee.

In 2003 the deciding political council in Bromölla municipality requested that an overhaul on the committee and public administration structure should be conducted. In the report Bromölla was characterized as a traditional organization with a low degree of change. This case study will examine why the organization previously has been reluctant to change its structure and why they are willing to do so now. In the pursuit of this objective I conducted document studies, interviews and observations. I have used theories on, institutional change and organizational culture to enlighten this.My findings shows that the traditionalists within the organization has greatly affected this reluctance towards change, in the deciding council 39 % of the representatives are 60 years or older.

In 2003 the deciding political council in Bromölla municipality requested that an overhaul on the committee and public administration structure should be conducted. In the report Bromölla was characterized as a traditional organization with a low degree of change. This case study will examine why the organization previously has been reluctant to change its structure and why they are willing to do so now. In the pursuit of this objective I conducted document studies, interviews and observations. I have used theories on, institutional change and organizational culture to enlighten this.My findings shows that the traditionalists within the organization has greatly affected this reluctance towards change, in the deciding council 39 % of the representatives are 60 years or older.

Metod/Method: Semistrukturerade intervjuer har genomförts med kommunchefen, personalchefen, fyra medarbetare och en facklig representant i Sala kommun. Materialet från intervjuerna analyserades sedan bland annat med hjälp av två av Morgans organisationsmetaforer, Kotters 8 steg, agil projektledning och Derbys tidigare forskning inom området./ Semi-structured interviews have been conducted with the local head of government, the human resource manager, four employees and a union member in Sala kommun. The material from the interviews was then analyzed with help from Morgans organizational metaphors, Kotters 8 step, agile project management and Derbys earlier research on the area. Slutsatser/Results: En organisationsförändring enligt agil projektledning innebar att de teoretiska rekommendationerna för hur en organisationsförändring ska genomföras följdes. Att personalen gjordes delaktig i förändringen gjorde att motståndet mot organisationsförändringen kunde minimeras vilket var den största fördelen.