The study has shown that retailers in the mid-price segment differentiate their brand through developing a strong company identity around the brand. The personality involves store atmosphere, merchandise and advertising. Larger companies have chosen to lay the responsibility on management level, which facilitates on store level. By controlling the strategies on a central level the company can make sure that the stores are steered in the direction that the company wants them to be steered in, and also that they follow the positioning-concept. The company can also devote its efforts to working with its core value, which is service.

The aim of this study is to examine if and to what extent the personnel at the local school perceive offensive treatment through the social media among the students and what the personnel thinks about the responsibility of the school to prevent this type of abuse. Offensive treatment through the social media has become a common occurrence among youth and affects health in both psychological and physical ways. As offensive treatment through the social media often takes place outside of school in the students spare time the responsibility of their health is unclear. But since it affects their school results the school has a responsibility to act, which is confirmed by legislation. However, the legislation does not mention offensive treatment through the social media and the school has no distinct guidelines to prevent this form of offensive treatment.

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..

The study has shown that retailers in the mid-price segment differentiate their brand through developing a strong company identity around the brand. The personality involves store atmosphere, merchandise and advertising. Larger companies have chosen to lay the responsibility on management level, which facilitates on store level. By controlling the strategies on a central level the company can make sure that the stores are steered in the direction that the company wants them to be steered in, and also that they follow the positioning-concept. The company can also devote its efforts to working with its core value, which is service.

The study has shown that retailers in the mid-price segment differentiate their brand through developing a strong company identity around the brand. The personality involves store atmosphere, merchandise and advertising. Larger companies have chosen to lay the responsibility on management level, which facilitates on store level. By controlling the strategies on a central level the company can make sure that the stores are steered in the direction that the company wants them to be steered in, and also that they follow the positioning-concept. The company can also devote its efforts to working with its core value, which is service.

In todays' society e-commerce is growing at a rapid speed. 4,6 % of all retail sales on the Swedish market are done on the Internet. In the makeup category, which will be the category of focus in this study, 9 % of all the sales were done on the Internet during the last quarter of 2011. As it is today many suppliers do not have enough knowledge about e-commerce and instead of focusing on the development of the channel the focus should instead be on the development of the users of the channel.The purpose of this study is to understand the buying process with respect to the existing theories. The focus will be on the two stages information search and evaluation of alternatives.

The aim of this study is to deepen the knowledge of how libraryusers, library personnel and the relationship between them are expressed in ?strategicdocuments? of university libraries in Sweden. As used in this study, strategic documentshave the purpose of pointing out focus and strategic planning for an organization. Sixstrategic documents are chosen. The main theory and method used is critical discourseanalysis signed Norman Fairclough.

The study has shown that retailers in the mid-price segment differentiate their brand through developing a strong company identity around the brand. The personality involves store atmosphere, merchandise and advertising. Larger companies have chosen to lay the responsibility on management level, which facilitates on store level. By controlling the strategies on a central level the company can make sure that the stores are steered in the direction that the company wants them to be steered in, and also that they follow the positioning-concept. The company can also devote its efforts to working with its core value, which is service.

The study has shown that retailers in the mid-price segment differentiate their brand through developing a strong company identity around the brand. The personality involves store atmosphere, merchandise and advertising. Larger companies have chosen to lay the responsibility on management level, which facilitates on store level. By controlling the strategies on a central level the company can make sure that the stores are steered in the direction that the company wants them to be steered in, and also that they follow the positioning-concept. The company can also devote its efforts to working with its core value, which is service.

The study has shown that retailers in the mid-price segment differentiate their brand through developing a strong company identity around the brand. The personality involves store atmosphere, merchandise and advertising. Larger companies have chosen to lay the responsibility on management level, which facilitates on store level. By controlling the strategies on a central level the company can make sure that the stores are steered in the direction that the company wants them to be steered in, and also that they follow the positioning-concept. The company can also devote its efforts to working with its core value, which is service.

The study has shown that retailers in the mid-price segment differentiate their brand through developing a strong company identity around the brand. The personality involves store atmosphere, merchandise and advertising. Larger companies have chosen to lay the responsibility on management level, which facilitates on store level. By controlling the strategies on a central level the company can make sure that the stores are steered in the direction that the company wants them to be steered in, and also that they follow the positioning-concept. The company can also devote its efforts to working with its core value, which is service.

The study has shown that retailers in the mid-price segment differentiate their brand through developing a strong company identity around the brand. The personality involves store atmosphere, merchandise and advertising. Larger companies have chosen to lay the responsibility on management level, which facilitates on store level. By controlling the strategies on a central level the company can make sure that the stores are steered in the direction that the company wants them to be steered in, and also that they follow the positioning-concept. The company can also devote its efforts to working with its core value, which is service.

Title: The perfect candidate ? the selection process in a global organization.Authors: Kariin Adolfsson and Simon LeetsaarIn today's society, it becomes increasingly current with correct person on correct place in theworking life. What requires knowledge about how to recruit in a professional manner andreliable ways. In many bigger organizations, there is today a human resources department thatonly works with recruitment of new employees. The purpose with our research is to describepersonnel selection process in a big swedish organization, how they work throughout theentire process.

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..

The purpose with this article is to give examples how to remain and in a long run develop a higher interest in maintenance activities and knowledge. First reason is the changed age-distribution with more number of older employees among maintenance personnel staff and second reason is demand for education due the increasing demand in environmental responsibility.In spite of there is a lot of knowledge of maintenance in national organizations of interests it will not be used in a sufficient extent in many companies. This knowledge is an important base to use to re-built the missing or loosed skills in companies. The national organization UTEK is involved in European projects to validate knowledge of maintenance. Lost of or bad maintenance activities will always affect on the environment.Establish a network between companies is a good way to exchange information in their common business areas.