The climate changes that are occuring in the world have resulted in that the EU callingfor a 20 % reduction in energy consumption to the year 2020, to reach that goal theEU want the public sector to go forth as a good example. Västfastigheter owns andmanage the hospital buildings in the Västra Götaland region. To be able to reducetheir energy usage Västfastigheter has hired several consulting firms to chart out theenergy consumption on each hospital building. The biggest energy savings potentialhave been calculated and what the cost will be to perform each action. The energyaudit have been completed and stand as the decision basis for Västfastigheter?s choiceon which action packages that should be implemented.

The aim of this thesis is to study why Swedish authorities do organizational changes. Two organizations are analyzed; The Swedish Tax Agency (Skatteverket) and the National Statistics Office of Sweden (Statistiska centralbyrån). A qualitative method, consisting mainly of interviews with key officials, is employed to study two aspects of organizational change: first, the main reasons for changing the organization and, second, how the process that preceded the actual change was carried out. Furthermore, two different theoretical perspectives are used to construct a basis for the analysis. One of the perspectives assumes a social constructivist approach, while the other is rationalistic inspired.

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.

Organizational democracy has been a popular research area in recent decades but the implementation in real organizations is slow (Kokkinidis, 2012; Verdorfer, Weber, Unter Rainer & Seyr, 2013). Several researchers (Schön Jansson, 2012; Falkheimer, Heide & Johansson, 2013) argue that communication practitioners have a key role in democratic processes and that because their job role is under constant change there are only a few modern studies regarding the subject. The purpose of this study is to illustrate how communication practitioners in private and public organizations experience their role in the process of internal communication and to what extent they are aware of, and work with internal organizational democracy.The practitioners we interviewed had a strong feeling that they were a support function for the business and the organizational management. As a result of the study it is clear that communication practitioners are very loyal to their employers and to the organization they work for. They are, therefore, not neutral in their professional role and argue that their task is to represent the management's interests.

This study examines how managers in the public sector experience and manage their digital maturity in the context of digital transformation. The study is based on qualitative interviews with twelve managers and three developers in a municipality in western Sweden and is analyzed based on a theoretical framework that combines individuals digital maturity (DIMI model) with organizational conditions. The results show that managers' digital maturity is influenced by both individual and organizational factors. At the individual level, the importance of digital competence, self-efficacy, and willingness to participate in and lead change are emphasized. At the same time, organizational conditions such as coordination, resources, technical support and clear governance are required.

Stunning of pigs at slaughter constitutes of primarily two methods; carbon dioxide and electricity. Both methods have advantages and disadvantages from an animal welfare point of view. The purpose of this study is to compare different methods of stunning pigs from a welfare point of view. Questions included in the study are 1) What differences are there, from an animal welfare point of view, between CO2 and electricity as methods for stunning pigs? 2) What alternatives are there to the methods currently in use? 3) Which method for stunning pigs is preferable from an animal welfare point of view?This report is a literature review.

Culture is seen as an abstract phenomenon, not easily defined. It is cathegorized as something that affects every person, though it is seldom described how. This study adress how culture, in the form of basic assumptions and accepted behaviors and ways to think affected how young coaches formed their leadership under the influence of their organization. The possible implications for the importance of knowing about ones culture in an organization affect both the recruitment process in organizations and what the organization stands for and what is conveyed through values and ways to act in the organization. The purpose of this study was, through the use of semi-structured interviews with young coaches and organizational leaders and a review of policys, to get the perspective and experiences of young coaches regarding cultural influence on their leadership.

Organizational democracy has been a popular research area in recent decades but the implementation in real organizations is slow (Kokkinidis, 2012; Verdorfer, Weber, Unter Rainer & Seyr, 2013). Several researchers (Schön Jansson, 2012; Falkheimer, Heide & Johansson, 2013) argue that communication practitioners have a key role in democratic processes and that because their job role is under constant change there are only a few modern studies regarding the subject. The purpose of this study is to illustrate how communication practitioners in private and public organizations experience their role in the process of internal communication and to what extent they are aware of, and work with internal organizational democracy.The practitioners we interviewed had a strong feeling that they were a support function for the business and the organizational management. As a result of the study it is clear that communication practitioners are very loyal to their employers and to the organization they work for. They are, therefore, not neutral in their professional role and argue that their task is to represent the management's interests.

ABSTRACT  Title:                                       Artifacts as transformational leaders ? A case study at SIBA. Course:                                   Bachelor Dissertation - Leadership Authors:                                 Tobias Barin and Victor Eriksson Advisor:                                 Anders Billström Keywords:                             Artifacts, transformative leadership, organizational culture and leadership Problem formulation:          Which artifacts can be transformative leadership in the electronics industry?  Purpose:                                Create an understanding of store managers and deputy store managers' perception of how artifacts can be expressed in the transformational leadership.                                                Creat an understanding of the importance of artifacts in leadership in the electronics industry. Theoretical framework:       The study?s starting point for the theoretical framework has been Schein (2004) earlier theories of organizational culture, and Bass (1985) theories of transformational leadership. The link between organizational culture and transformational leadership is the basis for the chosen theories. Methodology:                        We conducted a qualitative method with a deductive approach for intent a solution for problem. Personal interviews were conducted with two store managers and two deputy store managers at SIBA. Conclusion:                           We have found that the artifacts: role-models, stories and rituals communicate the transformative leadership. Respondents have described how these artifacts conveys organizational culture but also the transformational leadership..

Organizational Ambidexterity är ett relativt nyuppkommit begrepp och få undersökningar har gjorts kring ämnet. De tidigare undersökningar som har bedrivits har främst fokuserat på hur ledarskap framkallar Organizational Ambidexterity. Tidigare undersökning har även forskat i hur dess komponenter, utforskande och bearbetande, kan samexistera i en organisation då de två komponenterna konkurrerar om samma resurser. För att vända blicken bort från ledarens roll i en organisation att inverka på Organizational Ambidexterity, har studien fokuserat på belöningssystemets inflytande på Organizational Ambidexterity med bankorganisationer som objekt. Belöningssystem förekommer i både finansiell och icke-finansiell form. Finansiella belöningar kan tillkännages som en transaktion utav finansiell ersättning vid utfört arbete.

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. De nackdelar som fanns med en agil projektledning vid organisationsförändringen var i princip obefintliga i jämförelse med fördelarna./ Organizational change according to agile project management made sure that the presented theoretical recommendations on how to succeed with organizational change were followed.

AbstractThe phonics is traditionally firmly established within reading acquisition in Swedish schools. The curriculum, Lpo 94 gives spacious independence regarding the question of method and we have to be aware of our own point of view when we are making the decision regarding the method of reading acquisition. Is it tradition or is it our linguistic point of view that is the determining factor? Through this study of literature, different publications from different times are being studied and the ideas and the linguistic point of view are being discussed. Through comparing between the curriculums that have been replaced of one another, and attending to linguistic discussion and research, we will be able to see a change in the linguistic point of view.

This essay examines the theme of blindness in the Gospel of Mark. The two main questions asked are: 1) ?What is Mark?s view on blindness?? and 2) ?How does the Gospel of Mark?s view on blindness inform the current discourse of disability studies and how can we interpret Mark?s view on blindness today?? By the methods of metaphor analysis and character analysis, four passages of the Gospel are studied (Mark 4:10-12; 8:14-21; 22-26; 10:46-52). The analysis concludes that blindness is depicted by the author of the Gospel as a disability which also consist of a lack of cognitive ability and a hopeless state that is in need of healing.  The depiction of blindness in Mark originates out of the authors use of blindness as a metaphor for lack of cognitive ability (Mk 4:12; 8:18) and the lack of characterization of the blind man at Bethsaida (8:22-23). This view on blindness is, in comparison to a modern view, difficult, as it marginalizes persons with blindness as inconsiderate and not fully human.

Lundbergs Plåt AB is a small company situated in Jönköping. Their main task is to process different kinds of steel such as stainless steel. Lately, they have shown an interest in Lean production.On the basis of the situation mentioned above, we developed the purpose to find and decrease the non value-added wastes in the production at Lundbergs Plåt AB. Out of this, we also developed and answered two questions: Which wastes can be found with help from a value stream mapping (VSM)? In what way can these wastes be reduced and how can these reductions contribute to an improved production? VSM is the method used to find the non value-added wastes.

Title:Product abandonment ? A comparative study of five ABB-units Level:Master thesis in Business administration, spring 2011.Purpose:The purpose of this paper is to through a comparative analysis examine how different companies, within the same group, works with product abandonment and what factors influence the process.Problem:How important is situational and product specific factors in a product abandonment process in which the organizational factors are constant?Method:This study is based on primary as well as secondary data where interviews represent the primary data. Interviews, following the same interview guide, were made with five companies within the same group.Result:The results from the empirical studies presented in the text below recurring themes derived from the framework.Conclusions:Our conclusions are that the importance of product specific factors is of significant matters in a product abandonment process, even when organizational factors are constant. We base that on that although the companies are within the same group, under the same strategic direction and constructed according to the same organizational structure the product abandonment process is different for the respective companies.Keywords:Product abandonment, product deletion, product elimination, weak products, ABB .