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 essay discusses the effects that changes to the office plan have on organizational culture. Information about actual change as well as expected change in organizational culture was gathered before the empirical research was initiated. The empirical research was carried out at the Customer Logistics department at Ericsson through: an interview with a manager in charge of the relocation and design of the office, a manager for the specified department and also five employees of this department. The empirical studies show that there was a significant change in organizational culture and that results were not always as expected. There was a loss in symbolic actions, which needed to be compensated for, a perceived reduction in spontaneous communication, and a mixed response of perceived change in social interaction.

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.

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 purpose of this study was to examine the relation between self-determination theory and its three basic needs: competence, autonomy and relatedness, and commitment to change in an organizational change. Another purpose was to examine if the quality of the communication and the effects on the organization and way to work can predict commitment to change. Considering that organizational changes is very common today there is an interest to ease and improve the change process. The survey contained the scales Commitment to change scale and Basic need satisfaction at work scale and the participants were 39 office-workers who recently had gone through an organizational change. The result indicated that it?s possible to predict commitment to change from self-determination theory, communication and effects on organization and way to work.

AbstractBackground: The company that this report addresses is, at time for investigation, in the midst ofa change in organizational culture, where two departments with different core competencies arebrought together into one. The purpose of this study is to review the potential problems that mayoccur in the change process when one or more subcultures come into conflict with organizationalgoals.Purpose and methodology: The reason for performing this study and the objectives are toexamine how subcultures influence and respond to organizational changes. The survey isconducted with a bottom-up approach in which participation in daily activities with thesubgroups is the foundation. The management's perspective has been omitted in consideration ofpast literature in the field where focus most often has been on their thoughts and views on theprocess of organizational change. The method used is participant observation and interviews.Results and Conclusion: Subcultures exist and they do affect an organizational change.

In non-profit organizations, surplus of the organization goes back to the organization's members. We have noted that Hyresgästföreningen initiated a change in 2005 when the organization merged its local membership registries to a national registry. There are few studies explaining how non-profit organizations are using management in an organizational change. What happens with the business management at an organizational change that is similar to the change in Hyresgästföreningen? The aim of this thesis is to explore how the governance of a nonprofit organization is changing at an organizational change.

In connection with that the last few decades have been characterized by major changes where also the rate of change has increased, changes in organizations has become a natural part of today's organizational activities. Every change involves a learning challenge and because of that every change is unique, its output is unclear. However, there is much research that highlights various factors critical to creating an effective change, among others internal communication.The purpose of this study is to investigate whether Engeström's theory can be applied to a completed organizational change and see whether an expansive learning has been promoted in connection with this. This is accomplished through interviews with six employees, all working in one of Sweden's leading property companies. Engeström's theory of expansive learning is applied in order to analyze whether learning is promoted in connection with the organizational change.The result of the study shows that Engeström's theory can be applied to a completed organizational change in order to analyze whether an expansive learning has been promoted in connection with this.

Is it possible to conduct a joint organizational change despite different circumstances and different starting points, and still talk about the same organizational change? Can all the work that leads to more efficient operations fall into the same category? How can such concept gain legitimacy? The result shows that by talking about a concept, in this case, Lean, as something that leads to a better and more efficient organization, without for that matter have to set a defined content of the concept you still can present the process as one concept. Tough the concept will be practically blank. But there is still a rhetorical value in the concept of Lean. The organization institutionalizes the concept and obtains in this way legitimacy from its surroundings.

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.

This study is a quantitative study designed to examine whether training in health issues may have contributed to the increase in head managers' psychological capital (PsyCap). Construction consists of the following components: self confidence, hope, optimism and resilience. A high PsyCap considered beneficial in organizational change and steer towards the positive development and helps individuals in stressful situations. The results show an increase of characteristics such as hope and optimism among managers (N = 15) who have undergone training in health issues compared with managers who have not undergone training. However, the tests show no significant difference in head managers' attitudes to health breaks, not the severity of granting health breaks in the groups as a result of training.

Title: Change Communication within organizations ? How perceptions differ between managers and employees in an organizational changeAuthor: Emma Ender & Fanny TeschTutor: Anne-Marie MorhedPurpose: The purpose of this thesis was to study and compare different perceptions of change communication between managers and employees within two smaller organizations. We wanted to examine how the communication process within the change was carried out. We also aimed to compare the results with change communication models of Johansson & Heide (2008) and Lewin (1951), and also existing concepts, to see if our result differed from earlier research. Our key questions to answer were: How do managers communicate a change to the employees in two smaller companies? How do the managers think that the employees perceive the information about the change? How do the employees perceive the information about the change? How does change models from previous research correspond to, or differ from the change process?Method/Material: The material used in this thesis consists of a total of twelve interviews with both managers and employees at two small companies.Main results: The main results shows that communicating a change is complex, and that it is difficult to create models and theories for the phenomenon, as each change is unique.

AbstractThe dynamic environment means that organizations always faces new challenges. There are various factors which could affect the process of change thus the purpose of this investigation is to research into the key values of organizational changes. We have done an in-depth research about a planned and ongoing process of change in the organization HEM. The aim is to investigate how knowledge and learning are spread among the staff in the company before and during changes. Also further investigation has been made to study the communication between management and employees through the changes. This report includes seven individuals with different working positions within the organization.

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.