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.

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.

In year 2009, a new housing form (here referred to as "owned apartments", in Swedish called "ägarlägenheter") was introduced in Sweden. Owned apartments are in many countries the dominating form of housing tenure, but in Stockholm, to where this thesis is delimited, only four have been established in four years. There are many possible reasons for this low establishment, but the thesis writers believe the main reason to be that the owned apartment is situated in an organizational gap. With the hypothesis that the owned apartment is situated in an organizational gap and that there are opportunities to overcome this gap through interorganizational collaboration of the players on the market, this thesis strives towards examining if this is the case.By using Burt's theory of structural holes the concept of organizational gaps are elaborated to fit this context, since this area is previously unexplored.The data has mainly been gathered through in-depth interviews but also through secondary sources such as previous theses and newspaper articles. It has appeared that the majority of the central players are characterized by conservatism.

This is a case study on the functioning of political parties and the aim was to explain ?how? and ?why? the Swedish social democratic party changed their policies in the Middle East politics. I wanted to explain this process of change by using Angelo Panebianco?s framework for the analysis of political parties. Angelo Panebianco´s hypothesis is that all parties must be viewed as organizations to understand their functions.

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.

The subject of this study has been Organizational change within two Scandinavian green parties ? the Swedish Green Party and the Norwegian Green Party. Looking at the Organizational changes within these two parties using Robert Michel?s famous concept the ?iron law of oligarchy?, I have studied whether these two parties have become more oligarchic after having been elected to the national parliaments of Sweden and Norway respectively. What I have found is that although these two parties still retain much of the original organizational structure that they have had, in particular the Swedish Green Party, change has occurred and seems to be occurring, at least in the Norwegian Green Party, which would indicate that the two parties have become more oligarchic.

Health care costs in relation to GDP are escalating all over Europe and the Swedish health care industry is not an exception. Between 30 and 50 percent of resources used in health care are considered waste, in the sense that they don't contribute to increased health. This illustrates the big need for hospitals to become more efficient which is why many hospitals today are trying to move towards a process-oriented organization. This paper therefore aims to identify the elements necessary for this type of Organizational change, the barriers encountered when moving from a functional to process oriented hospital as well as how to overcome them. The case study was conducted at Karolinska Universitetssjukhuset and shows the importance of not just transmitting a sense of urgency but also communicating that the upcoming change is long term.

This study has been executed at the Public Employment Office, an institution that has beensubject for much debate during the last couple of years. The government has instructed theLabour Market Board to change the Public Employment Office toward a more effectiveorganization. This study examines one of the Public Employment Offices that are included in apilot project that aims to improve and develop work methods with the objective to become amore service minded organization. From this starting point we have investigated which effect thisOrganizational change has had on the employee within this organization and within the pilotproject. In addition we investigate whether attitudes of the unemployed has an effect on thestaff´s work situation.

Denna studie ämnade ta reda på hur organisationskulturen påverkades och hur kommunikationen förmedlades vid en fusion av fem myndigheter till en övergripande myndighet. Tillvägagångssättet var kvalitativt med semistrukturerade intervjuer som datainsamlingsmetod. Sexton mellanchefer från fem olika avdelningar intervjuades om hur de uppfattade sammanslagningen och hur de upplevde kommunikationen inför, under och efter denna fusion samt hur de upplevde att organisationskulturen hade påverkats. Vidare undersöktes huruvida de upplevt att regeringens mål och vision för fusionen framgått tydligt. Analysprocessen genomfördes genom att meningskoncentrera transkriberingarna från intervjuerna och dela in dessa i huvudteman med subkategorier i två matriser och sedan analysera och sammanfatta dessa under respektive huvudtema.

The increasing competition is making increasing demands of today's businesses to be changeable. Change projects have therefore become increasingly common in order to satisfy market expectations. These projects have often proved difficult to implement and fail rather than succeed. There are many people who reflect on why this is and theorists are increasingly reasoning about the importance of communication in the change process. This is something that has given rise to a new area of expertise called change management.

With a strong company culture an organisation has relationships with their clients on an organizational level rather than on an individual. This simplifies the ability to change team members in order to enforce creativity and keep clients on a long-term basis. In turn the final product/service improves, which creates long-term relationships. Additionally, relationships on a personal level due to social activities helps Solberg detect early warnings-signs of eventual dissatisfaction from the client?s point of view.

Aim: The challenges that arise from the development of the digitalization are forcing organizations to adjust their activities and operations to meet the needs of the society and organization´s important stakeholders. To be able to keep up with the developments organizations are constantly changing. These changes must be communicated to their stakeholders in a way that makes sense to them and to ensure that mutual understanding is achieved for the change to be succesful throughout the organization. The main purpose of this paper is to study an organizations communication during a change process. The focus lies on organizational communication strategies and the sensemaking processes as organization communicates about the change to its important stakeholders.Contribution:This paper will contribute to the field of organizational communication by filling a gap on empirical studies of internal communication during an Organizational change.Method: The main method for this paper is the qualitative interviews.

As companies worldwide are in search of competitiveness and larger shares of the market, Organizational change has become a key-factor to sustain a competitive edge. But as organizations consist of people, the human aspect of change is not to be disregarded. When change occurs, humans need time to find their new role in the organization, a process that takes time. In this thesis the authors ask themselves what an implementation process of a new managerial role looks like. To answer this question they?ve studied LRF Konsult.

Background: The fierce competetivness that characterize todays market force the companies to differentiate their offerings to a greater extent. The customers do no longer choose their supplier on the attributes of the products alone. Their purchase decisions also depend on the relationship the customers have with their supplier. With new customer channels like the Internet and advanced computer systems companies can increase the value for their customers through a better understanding of the customers needs and preferences. In this way companies can create longterm relationships with their customers.