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 paper examines and analyzes effects of the introduction of a new management control system tool within a Swedish public health organization, the Södra Älvsborg hospital, and its possible effect on organizational change. The new management control system tool, known as the SÄS-model, has been widely criticized for being too costly and with too small positive effects to be shown. Our approach has with that as a background been to examine whether the implementation of the SÄS-model and its balanced scorecard has been able to result in effects regarding organizational change. We have through a case study aimed to analyze how a management control system, much alike one that is typically used within foremost private organizations, can promote organizational change. Our results suggest that the implementation of the SÄS-model and the balanced scorecard has given the organization clearer visions and goals.

The purpose of the study is to analyze what conditions the specific company provides employees to enable organizational learning. To clarify the framing of the study a few quastions has been specified to narrow the issu. The questions that has been used are: what opportunities does the company creat to enable organizational learning and how does the emplyees contribute to organizational learning.In the search of knowledge to the previously questions this study becames a qualitative study with an ethnographic approach based on observations and interviews. This method gives the knowledge that makes us understand the actions that takes place in the oraganization and the shared image the oraganization provides. An understanding for the employees and the organization has been achived after compiling the empirical material from observation notes and transcripts from the interviewsIn the work whit the analysis the empirical material based on transcripts and observation notes has been the main material.

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.

The background to this report is the author?s ambition to understand individuals? work situation, how it?s formed in interaction between the individual and factors in the work-setting. Such an ambition is well in line with the concept of Human-Technology-Organization (HTO), a cross-scientific approach that puts a system-oriented perspective on how human, technolog-ical and organizational factors interact within work systems.The aim of this report was to explore managers? work-situation and generate an understanding of it from an HTO-perspective by using an organizational model as a framework for an interview guide and to analyze the work situation from an HTO-perspective following the ques-tions at issue:1. How does the managers experience their work situation?2.

The background to this report is the author?s ambition to understand individuals? work situation, how it?s formed in interaction between the individual and factors in the work-setting. Such an ambition is well in line with the concept of Human-Technology-Organization (HTO), a cross-scientific approach that puts a system-oriented perspective on how human, technolog-ical and organizational factors interact within work systems.The aim of this report was to explore managers? work-situation and generate an understanding of it from an HTO-perspective by using an organizational model as a framework for an interview guide and to analyze the work situation from an HTO-perspective following the ques-tions at issue:1. How does the managers experience their work situation?2.

The background to this report is the author?s ambition to understand individuals? work situation, how it?s formed in interaction between the individual and factors in the work-setting. Such an ambition is well in line with the concept of Human-Technology-Organization (HTO), a cross-scientific approach that puts a system-oriented perspective on how human, technolog-ical and organizational factors interact within work systems.The aim of this report was to explore managers? work-situation and generate an understanding of it from an HTO-perspective by using an organizational model as a framework for an interview guide and to analyze the work situation from an HTO-perspective following the ques-tions at issue:1. How does the managers experience their work situation?2.

The background to this report is the author?s ambition to understand individuals? work situation, how it?s formed in interaction between the individual and factors in the work-setting. Such an ambition is well in line with the concept of Human-Technology-Organization (HTO), a cross-scientific approach that puts a system-oriented perspective on how human, technolog-ical and organizational factors interact within work systems.The aim of this report was to explore managers? work-situation and generate an understanding of it from an HTO-perspective by using an organizational model as a framework for an interview guide and to analyze the work situation from an HTO-perspective following the ques-tions at issue:1. How does the managers experience their work situation?2.

The background to this report is the author?s ambition to understand individuals? work situation, how it?s formed in interaction between the individual and factors in the work-setting. Such an ambition is well in line with the concept of Human-Technology-Organization (HTO), a cross-scientific approach that puts a system-oriented perspective on how human, technolog-ical and organizational factors interact within work systems.The aim of this report was to explore managers? work-situation and generate an understanding of it from an HTO-perspective by using an organizational model as a framework for an interview guide and to analyze the work situation from an HTO-perspective following the ques-tions at issue:1. How does the managers experience their work situation?2.

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.

The purpose of the present study was to get further knowledge about the relationship between transformative and transactional leadership in the context of employee ?s well-being, as well as the relationship between the components of respectively leadership and employee?s well-being. The study also aims to gain knowledge about previous research on the transformational and transactional leadership and employee well-being and if it?s applicable in the Swedish culture. The few studies that studied the relationship between transactional leadership and the well-being of employees have found a negative relationship or found no relationship at all.

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.