Organisationsstruktur och internkommunikation efter en omorganisation

This is a case study which investigated the perceived consequences of the organizational change that was implemented in January 2013 at Karlstad University. The study aimed to explore the experiences of the employees concerning the changes in organizational structure and internal communication. This was done through a set of eight individual standardized qualitative interviews with members from different departments. A lot of effort and thought was given to the ethical implications and to create a comfortable and open climate during the actual interviews to ensure that the respondents felt free to speak openly and honestly about their personal opinions and experiences.It is evident that the overall vision was ambitious; aiming to create a more effective organization through cutting off excessive administrative personnel and streamlining decision paths. However according to the opinions of the respondents it was clear that the result was far from the desired goal. Essentially, efficiency was only achieved at the top level. Previous administrative tasks have been moved to new members and a major uncertainty has arisen. A critical reason for the failure was the lack of communication during the organizational change, which created lots of antagonism from the employees. The management was unsuccessful in making the members feel involved in the decision making, and a lack of transparency was apparent. The hopes of a transparent organization were then high after the change, but proved to turn out quite the contrary. Decision referrals have failed to reach the employees until after the final decision has been made. The decision paths are not considered to be more effective amongst the departments and a massive dissatisfaction has emerged since employees no longer can make their own decision on matters that involve them. This involves for example shaping their own syllabi, something which they were fully capable and successful in doing before the change. A massive micromanagement has thus been created, and it is not deemed adapted to the organization as a whole. This has created an impression amongst the members that they are no longer trusted or considered competent. The merging of departments has not been successful either. Some combinations are not considered logical and the desire to break new grounds has not been achieved. The old department groups instead appear to have grown stronger, and not the cooperation in-between them, not even within the newly combined departments. One reason for this may be that the idea and hope of increasing cooperation across department borders was a desire from the management, and not the departments themselves. Thus, there is uncertainty both in the current leadership structure and internal communication. The members are lacking proper instructions on how communication should pass both up and down. Therefore they desire more distinct guidelines and an explicit division of responsibilities. The conclusion is therefore unambiguous; improved effectiveness has only been achieved in the top layers of the organization, and not facilitated work or improved the situation of the employees. This consequence is pitiful at an organization such as a university with concurrent research, which definitely possesses the knowledge and competences within both organizational structures and internal communication. Conclusively, they have not managed in successfully converting their internal assets from theory to action.Key words: internal communication, organizational change, organizational structure

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