This essay is the result of a case study. The aim of this study has been to gain an understanding of government employee?s opportunity to be involved in and contribute to the processes tied to Organizational development. The case study is based on the perspective of the government employees and their experience and thoughts regarding their opportunity to be a part of the Organizational development. The empirical data that was generated by the case study has been analysed with New Public Management and Sense Of Coherence as a theoretical point of view.

Learning organizations and Organizational development are interesting subjects that does not examine municipal organizations and private organizations an equal amount.  Furthermore, there exists little research on the effects of competence development for individuals in a leadership role within organizations. Because of this, we wanted to examine the impact of competence development in business modeling and how it affected local government activities. Competence development is used by organizations to develop their business and achieve a greater competitive advantage, but does competence development for individuals in a leadership role lead to Organizational development? This paper examines competence development in the form of a business modeling course via the Bitstreamproject and the effects that occur within three municipalities as a result of the competence development. By interviewing three participants and four coworkers within different municipalities and studied the data from the Bitstream project, we can not conclude that competence development within business modeling leads to Organizational development, only that it exists a tendency for it.

In 2009, the Swedish Basketball Federation started a Region U15 development project in order to change the structure of the regional organization to get into a more transparent and similar operations throughout the country. My purpose is to study the attitudes to the change among the region leaders in the regional operations and evaluate the change from an organizational perspective. The study is primarily based on the following questions: What are the experiences of the change process among the region leaders in the regional organization? How involved have region leaders been in the changing process? Which are the positive and negative aspects with the regional operation today? What can be done further to develop the regional operation and to what extent do the organizational change follow general organizational theories? In my study, a qualitative method was used in terms of interviews with 8 regional leaders to understand their attitude to the project and the changing process. To analyze the results of the region leaders ?responses, a transcription have been made.

The concept of leadership development plays an important role within the modern organization. As a result of the increasing interest in developing leadership competencies, investments in leadership development programs are becoming a common part of business strategies. However, the return on those investments is seldom evaluated. The reason for this is considered to be the complexity created by the many factors that influence leadership but have no relation to the program. This is a case study based on interviews with participants from a one-year leadership development program that was carried out at AB Previa.

This paper aims to provide a description of how knowledge can occur in Apoteket AB, anorganization that is operating on the Swedish pharmacy market. The purpose of this paper isalso to describe how the organizational learning occurs in the organization, and how theoutcome of this learning can be stored in the organizational memory. This subject is ofinterest since Apoteket AB experience changes in their external environment in that they nolonger have monopoly to sell pharmaceuticals on the Swedish pharmacy market. Earlierresearch claims that organizations need to develop new knowledge in order to take action, andthis development needs to be supported by the management within the organization.The collection of primary data was done by two qualitative interviews with employees withinthe organization of Apoteket AB.Our conclusions are that knowledge can occur in many forms, such as tacit and explicitknowledge. The vast majority of the knowledge within the organization is the information thatcan be found in the electronic database Aponet within Apoteket AB, and that is useful for theemployees in their daily work, and therefore is known as explicit knowledge.

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.

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.

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.

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 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.

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.