The purpose of this research was to examine the current field of management in non-profit organizations, mainly focusing on managerial approaches, but also the impact of Organizational size on the shaping of governance. Non-profits are widely discussed in contemporary research, particularly due to the increasing external pressure on voluntary organization to professionalize the way they work in line with standards in the private sector. Due to this our thesis aims to investigate whether professional, bureaucratic approaches are useful when governing a non-profit organization, or if social structures are enough to ensure goal congruence and efficiency. To conduct this research qualitative interviews were carried out and a case- study was made, using the Swedish Karate Federation as object of study. Results show that formal and more professional structures are useable to achieve efficiency and prevent inertia within the organization.

The thesis aims at describing how culture is produced and reproduced at IF Friskis&Svettis Stockholm, a Swedish non-profit training association. The authors claim that organizational identity plays a major part in determining ways of action within the organization. Selection processes, programming and internal recruitment and sensemaking are essential issues of the cultural production and reproduction..

The purpose of this essay is to illuminate in what aspects IKEA?s organizational culture in Ümraniye in Turkey differs alternatively resembles with IKEA?s organizational culture in Örebro in Sweden. The aim with organizational culture is to analyze the relationships between the leaders and co-workers and the relationships between the co-workers.The study is based on a combination of interviews and questionnaires. We have interviewed people in leading positions and made surveys among IKEA co-workers in two different stores located in two different countries. This combination of the methods gave us a better understanding for how the organizational culture is experienced from two different perspectives.

Previous research has shown that there is a relationship between trust and organizational commitment. Our research questions were if the three trust-variables ability, benevolence and integrity predict organizational commitment differently. Further we examined if the length of employment affected the relationship between benevolence and organizational commitment. Due to the fact that past studies has shown that benevolence develop during a longer period of time than do the other trust-variables. We made a survey using questionnaires (n=50) in a ?caretaking facility? and using a multiple regression analysis we found that ability was a significant predictor (p=0.032) for organizational commitment.

Today more and more municipalities interact across a wide range of sectors. The reasons tostart interacting are varying and for those who succeed with this form of work, there arebenefits in terms of efficiency and knowledge exchanges. But are the reasons that interactalways obvious? Sweden currently has 290 municipalities of varying size and allmunicipalities have basically the same mission, to deliver services to its residents.Information technology allows municipalities to digitize much of the workload, but theintroduction of the technique is not without problems. For small municipalities, there are greatdemands to deliver reliability and support for their internal and external services.

AbstractThe purpose of this essay is to examine the organizational culture at a specific hotel. To do this we have chosen to use interviews with both managers and employees. We have also done some minor observations and also studied written documents. The questions are as follow:? How is the organizational culture seen by managers and employees?? In which way is the organizational culture described in documents?? What differences and similarities are visible when comparing the opinions of employees and managers and the description in documents?It is mainly Edgar H.

AbstractThe purpose of this essay is to examine the organizational culture at a specific hotel. To do this we have chosen to use interviews with both managers and employees. We have also done some minor observations and also studied written documents. The questions are as follow:? How is the organizational culture seen by managers and employees?? In which way is the organizational culture described in documents?? What differences and similarities are visible when comparing the opinions of employees and managers and the description in documents?It is mainly Edgar H.

This research is about six pedagogue´s and their reflections about the size of the children´s group in the preschools. Then I will discuss the pedagogue?s recommendation on the significance of the size of a children´s group learning and development and it´s practical significance for the preschool function. The pedagogue?s statements will be discussed in relation to The Swedish National Agency for Education (TSNAE) guidelines on group size.The theoretical framework of this essay will take an overview of the social cultural perspective, the group size and its significance for both the children´s learning and development, for interaction and communication and TSNAE advice and guidelines.

This study aims to compare two ethnographies of organizational culture ? one from the discipline of Social Anthropology and one from the discipline of Organizational Studies ? considering their purpose, their method, and their concept of culture. Despite big similarities, or perhaps thanks to the similarities, some fundamental differences are made visible. The discipline of Organizational Studies has, compared to that of Social Anthropology, regarding the research method being used, less focus on, and less participation in, the informal social life of the organizational culture of the study. Regarding the concept of culture the Organizational Studies consider culture containing more of unity, stability and clear boundaries, compared to Social Anthropology.

Conclusions: A myriad of interpretations are possible when studying and discussing a particular organizational culture. As culture can not be removed from its context, we illuminate the effects that the internationalization process has with regards to unifying the organizational culture in our particular setting studied. Maintaining however, that a reflexive look at this culture shows no single interpretation as being sufficient, we try to expose its richness and ambiguities through a three perspective approach..

The relationship between employer and employee is, from a judicial point of view, governed primarily by economic and employment contracts. However, a significant part of the dynamic is also dictated by tacit expectations and promises (so called psychological contracts). The aim of this study was to investigate the relationship between perceived organizational support (POS) and psychological contract violation. Primary hypothesis assumed that there was a correlation between higher perceived organizational support and a reduction of feelings of violation from psychological contract breach. It was also assumed that employment time, sex and past breach experiences correlated with feelings of violation.

Changes are occurring in most organizations today and due to the fact that changes often are harder to implement than they seem, it often takes much longer time to implement them than the management have planned. During an organizational change theorist claim that communication between managers and employees is one of the most important things to consider. Therefore, in this essay, our aim is to closer investigate which needs of information and communication co-workers have during a planned organizational change. To collect data, we interviewed five co-workers and one manager who works in an organization which has gone through a major change. Our theoretical framework comprises former research of organizational communication, employee?s needs of communication, change communication and theories of uncertainty during organizational change.

Background: For the knowledge company the employees? competencies and knowledge are important assets. According to this, there has been a lot discussion about how to best take advantage of the employees? knowledge and create organizational learning. This organizational learning can be difficult to create due to the individuals? own goals and the fast changes in today?s society.

AbstractBackground: The company that this report addresses is, at time for investigation, in the midst ofa change in organizational culture, where two departments with different core competencies arebrought together into one. The purpose of this study is to review the potential problems that mayoccur in the change process when one or more subcultures come into conflict with organizationalgoals.Purpose and methodology: The reason for performing this study and the objectives are toexamine how subcultures influence and respond to organizational changes. The survey isconducted with a bottom-up approach in which participation in daily activities with thesubgroups is the foundation. The management's perspective has been omitted in consideration ofpast literature in the field where focus most often has been on their thoughts and views on theprocess of organizational change. The method used is participant observation and interviews.Results and Conclusion: Subcultures exist and they do affect an organizational change.

The essay studies the relationship between communication and organizational culture; to determine if there are any cultural differences between the management of an organization and its employees and to examine how a difference can affect the communication of organizational policies. A case study, where the public school was examined, was used to answer the research question, and interviews were held with relevant people on different levels in the organization.The interviews were analyzed with the theoretical frame of reference as a benchmark. Cultural differences could be identified between different levels in the organization and between the two schools studied. The differences affected how and why people communicated but not how well the respondents understood each other.Keywords: Organizational culture, subculture, Organizational communication, affects, hierarchy..