Organisationskultur i förändring ? Subkulturers inverkan och respons på förändring
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. It isunclear in what direction - subcultures can both promote and inhibit change. In this case theprocess of change where inhibited because of some uncertainty within the subgroups. This canbe addressed through improved communication, both vertically and horizontally. One shouldtake into account that organizational culture and organizational change is an extremely complexprocesses. Management are trained and well equipped for this complexity, but workers oftenhave little information and few tools to manage communication regarding the uncertainty thatmay arise. Increased knowledge and understanding in the organization leads to subcultures thatare more communicative and easy to alter, which in turn leads to more effective organizational change