Dissertations / Theses on the topic 'Digitalisation, Leadership, Management, Organisation'

The purpose of this study was to create an understanding of how group leaders manage their worktime and what conditions the group leader needs to conduct their work assignments. The research design was a single case study that was performed on a larger corporation´s central warehouse. The data collection consisted of semi structured interviews with six group leaders. Furthermore, an inventory of the worktime was made in which the group leaders themselves estimated their worktime during a month of work. The results showed that the group leaders experienced a lack of time but that the conditions were good for leadership. Progress was promoted and the space of action was big. The time inventory showed that the group leaders’ average work were made of 52 hours. The study discusses the job description, which was too wide and should be focused more towards the group. The conclusion was that the group leaders worked reactively, more assignments should be focused towards the group. The job description needed to be better defined and the groups were too big and there were time constraints which affected the work.

Research into leadership in the higher education environment has traditionally mirrored business related constructs. Many of the models and instruments that have been developed for the business environment such as the transactional transformational leadership dyad have been transposed to the higher education environment with relatively minor adaptation. On the other hand, there has been relatively little exploration of leadership models for the Virtual Organisation. This research brings together the literatures of virtuality and the virtual organisation, leadership and higher education management to interrogate the effect of virtuality on leadership styles within the volatile global higher education environment caused by the liberalisation of the sector. Through a case study of a higher education institution (HEI) that is developing a virtual campus, the research explores the perceptions of leadership skills, competencies and behaviours within the virtual higher education environment to determine whether a new model or framework can be developed for a virtual and widely distributed environment. The data from interviews, surveys and focus groups carried out in the case study show that virtuality does impact leadership skills in nuanced ways, thus proposing a configuration of behaviours, skills and competencies more relevant to the virtual higher education environment. The proposed framework adds to the literature on leadership in higher education as well as leadership in the virtual environment and contributes to practice in the areas of recruitment and training of leaders and managers in the virtual higher education sector.

Bibliography: leaves 85-90.<br>This study is aimed at examining school developmental processes with regard to leadership and management experienced by Intlanganiso, a secondary school located in the disadvantaged community of Khayelitsha (a township situated approximately thirty kilometres from Cape Town), and the relationship of these processes to the school organisation development approach (OD) used by the Teacher Inservice Project (TIP). It also includes discussing the "findings" of this study in terms of education reforms in South Africa. Participants in the study included the principal, deputy principal, heads of department, educators, learners, parents and people from TIP.

<p>Syfte: Syftet med denna studie är att jämföra fyra olika företag inom projektlednings- och byggbranschen som har expanderat eller håller på att expandera. Vi har undersökt de utmaningar och problem som uppkommer och tagit fasta på två av dem, hur organisationen bör struktureras samt ledarskapet.</p><p>Metod: Vår studie är av kvalitativ form och baseras på teori i form av litteratur, akademiska tidskrifter och intervjuer. Vi har använt oss av ostrukturerade intervjuer med fyra respondenter från fyra olika företag.</p><p>Resultat & slutsats: Slutsatsen är att problemen som uppkommer kan lösas på olika sätt eftersom alla yra företag är framgångsrika men vissa saker kan göras bättre än andra.. Ledarens roll samt hur organisationen är uppbyggd är en viktig del i om företaget skall ha en framgångsrik och effektiv expansion eller inte.</p><p>Förslag till fortsatt forskning: Då vi bara undersökt hur det ser ut i projekt- och byggledningsbranschen samt hur det ser ut från personer i ledande befattningar är våra förslag till vidare studier att intervjua anställda i företagen för att få deras bild av expansion. Hur det ser ut ur deras synvinkel och vilka utmaningar de uppfattar som de främsta.</p><p>Uppsatsens bidrag: Denna studie kan användas av företag som är i början av expansionsfasen eller som har funderingar på att expandera. Både företag i liknande bransch eller inte kan ta del av denna undersökning. Genom att vi är anställda inom en av organisationerna som undersöks kan företag som läser detta få en inblick i hur en vanlig anställd ser på expansion och dess följder och inte bara ur en ledares perspektiv.</p><br><p>Aim: The purpose of this study is to compare four different project management companies in the construction business that expand or already have expanded. We have examined what problems and challenges that can appear when a company expand and we have especially focused on two of them, how the organisation should be structured and the leadership</p><p>Method: Our study has a qualitative approach and is based on theory in form of literature, academic journals and unstructured interviews with four respondents from four different companies.</p><p>Result & Conclusions: Our conclusion is that it can be solved in a numerous of ways because all these four companies are successful but certain things can be solved in better ways than others. The role of the leader and how the organisation is structured have an important part if a company will have a successful and effective expansion or not.</p><p>Suggestions for future research: Since we just have examined the challenges of expansion in project management companies in the construction business and interviewed only persons who have some kind of leader roles in their company our suggestions for further research is to interview the employees in the companies to get their opinion of expansion. How it all looks from their point of view and what challenges they think are the most existing.</p><p>Contribution of the thesis: This study can be used by companies who are in the beginning of expansion or companies who have thoughts of expansion. Both companies in similar business or not can use this study. Since we are working in one of the organisations that are examined it can be interesting not only just to see the challenges with organisational structure and leadership. It can also be interesting for the reader to see what a normal worker thinks of expansion and the challenges, not only from the view of the leader.</p>

<p> Inadequate leadership is the reason workplace accidents in the mining industry remain high, making the industry one of the most hazardous operational activities in the world. Unsafe leadership practices may result in death or injury to workers. A group of 30 mining company leaders from 3 gold mines in Zimbabwe revealed an exception to these hazardous practices, however, notable through their outstanding safety improvement records. To better understand what these practitioners were doing, this multicase study research design explored their strategies to improve the workplace safety environment in the mines. Data were collected using audio-recorded semistructured interviews and document analyses. Shewhart&rsquo;s plan-do-check-act conceptual framework anchored the study. Data analysis followed the thematic data analytic approach involving classification, coding, and interpretation to identify common themes. The following themes emerged: planning and organizing, leading, and risk management. The findings indicate that the business leaders created a safe work environment by planning the work to be performed; how the task would be executed; and when, where, and who performed the task. The results of study also indicate that leaders designed the work environment, trained, empowered, and equipped employees with the relevant skills, and provided appropriate technology and personal protective equipment to improve workplace safety. Finally, the research findings indicate that leaders embedded risk management principles and practices in every process or activity, and continuously learned from each event to create a safe work environment. The findings promote social change by encouraging safe behavior and risk-based thinking and practices in the workforce and the community.</p>

As corporations have to adapt to an ever-faster spinning global environment they often turn to projects as a facilitator to positive change. With the increase in temporary projects more line managers are faced with leading projects in the permanent organisation, a task that can be widely different from leadership in the permanent organisation. Our purpose is to expand the theoretical and practical knowledge on how managers view the contrast on leadership in the temporary organisation in comparison with the permanent organisation in our case company IKEA and how organisational culture influence this leadership. Which lead us to our research question, How do managers at IKEA compare their leadership styles between being a line manager in comparison with a manager in a temporary organisation? In order to answer the research questions we conducted a qualitative method study, using semi-structured interviews as a tool we interviewed nine senior managers at IKEA who have significant experience from leadership in both organisational contexts. The managers also answered a leadership test for us to better understand their leadership; furthermore we interviewed an HR-experienced manager for context. To interpret the data, an exhaustive theoretical frame of reference was constructed with regards to our purpose, built mainly of leadership theory, organisational culture and differences organisational contexts. After presenting our data based on our main themes, a thematic analysis was conducted on the data gathered that summarized and discussed the important findings discovered in our transcripted interview material. The themes constructed were “leading to succeed”, “communication is key”, “focus on the individual”, “supportive surroundings” and “strength through unity”. Further, a framework is assembled and presented, highlighting the contrasts between the organisational contexts in regards to our constructed thematic frameworks. In our conclusions we found that the basis of our participants transformative leadership does not change between the organisational contexts, it only slightly adapts to organisational routines that differ. Furthermore we establish a connection between IKEA’s transformative organisational culture and leadership in the organisation, which are analogous in their cornerstones. The theoretical contributions complements previous research within leadership in temporary organisations, with the additions of organisational culture and the managerial perspective. And our practical contributions assist IKEA and similar companies in their understanding of their managers’ views on the fundamental contrasts in leadership in the different organisational contexts.

The age of industrialisation in the nineteenth century and the subsequent emergence of large corporations called for new approaches to the way in which organisations are managed. Business today operates in a world of constant change. Technology and society are changing more rapidly than ever before. The workplace has become increasingly diverse, as pressure is mounting for the previously disadvantaged and women to ascend the echelons of organisations. Concern for the environment has forced companies to think about how their actions affect the quality of the air, land, and water. Competition is more fierce than ever, because companies from all over the world now try to sell their products and services to the same customers. All these changes not only require of those who manage these organisations to be in procession of relevant professional skills, but it also require of them to be competent in conducting their business of managing. The aim of the study was to construct a conceptual framework to measure the identified skills for management competence. The study builds a conceptual framework using identified skills and also presents the interrelationships between the skills. The primary theoretical background and concepts about skills for managerial competence for this study, range from the historical perspective of MBA education as it is the cutting edge of business education to management models identified from the literature. The extensive review of the literature and three different management models and the key common managerial competencies led to the development of an initial model based on the literature wherein the required skills for managerial competence were identified as self awareness skills (SA), self directed career planning skills (SP), general interactive skills (IS), planning and control skills (PC), organising skills (OS), leading skills (LS), and managing change skills (MC). The empirical study which followed was conducted among a sample of 395 business administration students from the three campuses of the North West University business school in Mafikeng and the Potchefstroom Business School. The empirical study based on the seven skills for managerial competence yielded results that measured the strength of each managerial skill and the interrelationship among different skills. The results were analysed by the process of factor analysis and it was clear from the analysis that there are a number of unreliable factors which led to a number of questions having to be discarded. As a result the original model had to be restructured to develop an alternative managerial skill model. After the initial model was restructured, the results wherein thirteen factors loaded heavily on the factor were realised. Of the thirteen factors, factor 1 had nineteen factors that loaded heavy and had to be restructured again in order to make sense of the data. Once a further restructuring was done the results were that factor 1 had three sub factors that loaded heavy on the factor which led to the conclusion that the alternative managerial skill model comprised thirteen factors wherein factor 1 had three sub factors. The value of the study lies in the fact that managerial models identified in the literature are orthodox in nature, and they do not progress further to explore skills for managerial competence. Given the orthodox nature of models identified in the literature, this study purports to suggest a framework that could be adapted to measure skills for management competence. This study further contributes to the discipline of organisational leadership and management, particularly with regard to practices regarding leader and manager development within the context of a dynamic, changing organisational environment.<br>Thesis (Ph.D. (Business Management))--North-West University, Potchefstroom Campus, 2012.

The thesis examines two interrelated topics; the perception of management theory in general, and the efficacy of the learning organisation in particular. The purpose of this thesis, therefore, is to compare the rhetoric espoused in the learning organisation literature with a survey of senior managers in large, commercial organisations. The results revealed a positive disposition towards business and management theory in general. The survey also demonstrated that leadership is considered the most important variable in the success of a company. This is facilitated through the attraction and retention of the appropriate staff and creating sufficient space for them to operate. Learning is embedded by anticipating the future, learning from the past and enabling good communication. However, the latter is balanced through change management. This is derived through legitimate authority and a reliance on planning. Finally, a strategy of experimentation is balanced by challenging industry rules. Themes involving politics, corporate alignment and corporate longevity were found to have relatively little convergent validity. The third section of the questionnaire reveals a positive disposition towards the learning organisation. The contribution of this thesis is in three areas. First, it is the only work to evaluate the anti-guru school. Second is the development of a syncretic model of learning organisation concept using structural equation modelling. Finally, it explains and examines the largely misunderstood concept of management fashions.

Thesis (MBA)--Stellenbosch University, 2004.<br>ENGLISH ABSTRACT: This study proves that South African organisations, listed in "Best Organisation to Work For", correlates to high-energy organisations. By implication, these South African leaders acknowledge and implement best practice in their organisations. Three case studies, Absa, SAB and Edcon, listed in "Best Organisation to Work For", were considered in determining whether they meet the characteristics of high-energy organisations. Having determined the correlation, the study meets the objectives set. One objective includes determining any "gap" between high-energy organisations from previous research and South African organisations listed "Best Organisation to Work For". The other objective, namely determining whether the present leadership behaviour of the leaders in the South African case studies considered, correlate to the required behaviour of leaders facilitating a high-energy organisation. As mentioned previously, the study correlates to high-energy organisations. Specifically, leaders are committed to the strategy of developing their intangible assets, namely people. The resulting benefits include an efficient organisation, satisfying the needs of employees, customers and stakeholders. This in turn facilitates delivering the right quantity at the right time, while creating a competitive organisation regarding "Best Organisation to Work for". From the above, it is of cardinal importance that a leader possesses and utilise certain behaviours so as to facilitate a high-energy organisation. This will give an organisation its sustainable competitive advantage.<br>AFRIKAANSE OPSOMMING: Hierdie ondersoek bewys dat Suid Afrikaanse organisasies wat gelys is in die "Best Organisation to Work For" saamgaan met hoë-energie organisasies. Sy implikasie erken hierdie Suid Afrikaanse leiers "beste praktyke" en implementeer hulle dit dan ook in hulle organisasies. Drie organisasies gelys in "Best Organisation to Work For", naamlik Absa, SAB en Edcon was oorweeg om te bepaal of hulle die eienskappe beskik van hoë energie organisasies. Met die bepaling van die korrelasie is daar vasgestel dat die studie aan die doelwitte beantwoord. Een doelwit behels die bepaling van die "gaping" tussen hoë energie organisasies vanuit vorige navorsing en Suid Afrikaanse orginisasies wat gelys was as "Best Organisation to Work For". Die ander doelwit, naamlik, om te bepaal of die huidige leierskap gedrag van die leiers in die Suid Afrikaanse gevalle studies met die vereiste gedrag in hoë energie situasies korrelleer. Soos voorheen genoem, korrolleer die ondersoek met hoë energie orginisasies kenmerkend van hierdie leiers dat hulle verbind is tot 'n strategie vir die ontwikkeling van hul ontasbare bates, naamlik mense. Die gevolglike voordele sluit in 'n doeltreffende organisasie, bevrediging van personeel, kliente en belanghebbers se behoeftes. Hierdie fasiliteer die lewering van die regte hoeveelheid op die regte tyd moontlik, terwyl dit 'n kompeterende orginisasie skep met betrekking tot "Best Organisation to Work For". Vanuit boegenoemde, is dit duidelik dat dit van kardinale belang is dat 'n leier oor spesefieke eienskappe beskik en dit gebruik om daardeur 'n hoë energie organisasies moontlik te maak. Hierdie sal 'n organisasie 'n houbare kompeterende voordeel gee.

The thesis examines two interrelated topics; the perception of management theory in general, and the efficacy of the learning organisation in particular. The purpose of this thesis, therefore, is to compare the rhetoric espoused in the learning organisation literature with a survey of senior managers in large, commercial organisations. The results revealed a positive disposition towards business and management theory in general. The survey also demonstrated that leadership is considered the most important variable in the success of a company. This is facilitated through the attraction and retention of the appropriate staff and creating sufficient space for them to operate. Learning is embedded by anticipating the future, learning from the past and enabling good communication. However, the latter is balanced through change management. This is derived through legitimate authority and a reliance on planning. Finally, a strategy of experimentation is balanced by challenging industry rules. Themes involving politics, corporate alignment and corporate longevity were found to have relatively little convergent validity. The third section of the questionnaire reveals a positive disposition towards the learning organisation. The contribution of this thesis is in three areas. First, it is the only work to evaluate the anti-guru school. Second is the development of a syncretic model of learning organisation concept using structural equation modelling. Finally, it explains and examines the largely misunderstood concept of management fashions.

Problem - How does management look within a post bureaucracy, when there is room for freedom under responsibility. Where there is flexibility rather than structure, to promote the creativity of the employees. Purpose - The purpose is to investigate and give an increased understanding of how a organization with post-bureaucratic characteristics in the project and construction management industry works from a management and control perspective. Method - Data collection is done through five semi-structured interviews. The interviews include three different work roles within Forsen, which are management, employees and consultants. Data is analyzed with the support of previous research and theories to answer the study's purpose. Conclusion - The study showed that Forsen considers themselves to be a non-hierarchical organization that runs their employees to make their own decisions. Where freedom under responsibility is central to the organizational structure, which reflects a post-bureaucratic organization. The management within the organization takes place through a predetermined project plan and a process description. There were important factors such as time, finances and results, and it served as a governing document that employees needed to relate to.  These forms of governance also provide incentives for them to be classified as a neobureaucracy. This is due to how one chooses to look at the various instruments since these can be perceived as rules which symbolize the traditional bureaucracy. A link between freedom and rules provides the opportunity for the neo-bureaucratic form of organization.<br>Problem - Hur ser styrningen ut inom en postbyråkrati, när det lämnas utrymme för frihet under ansvar, där det förekommer flexibilitet snarare än struktur, för att främja kreativitet hos medarbetarna. Syfte - Syftet är att undersöka och ge en ökad förståelse hur en organisation inom projekt- och byggledningsbranschen med postbyråkratiska karaktärsdrag fungerar ur ett lednings- samt styrningsperspektiv. Metod - Datainsamlingen sker genom fem semistrukturerade intervjuer. Intervjuerna omfattar tre olika arbetsroller inom Forsen vilket är ledning, anställda och konsulter. Data analyseras med stöd av tidigare forskning och teorier för att besvara studiens syfte. Slutsats - Studien visade att Forsen anser sig som en icke-hierarkisk organisation som uppmanar sina anställda att fatta egna beslut. Där frihet under ansvar är centralt i organisationsstrukturen, vilket speglar en postbyråkratisk organisation. Styrningen inom organisationen sker genom en förutbestämd projektplan och en processbeskrivning. Där viktiga faktorer som tid, ekonomi och resultat fanns med och det fungerade som ett styrande dokument som de anställda behövde förhålla sig till. Dessa former av styrning ger även incitament av att de kan klassas som en neobyråkrati. Detta beror på hur man väljer att se på de olika styrmedel då dessa kan uppfattas som regler vilket symboliserar den traditionella byråkratin. En sammankoppling av frihet och regler ger möjlighet för den neobyråkatiska organisationsformen.

Thesis (Ph.D. (Curriculum Studies)) -- University of Limpopo, 2016<br>The main purpose of this research study is to investigate and analyse the role of the Principal towards effective educational leadership in selected Secondary schools in Waterberg Education District. The effectiveness of the educational leadership depends on the educational managers’ personal backgrounds, con-duciveness of the school climates, positive learning school cultures, availability of resources in the classrooms, utilisation of learner-teacher support material (LTSM), effective organisation of educational excursions, and other related issues. Principals, by virtue of their positions need to be empowered so as to coordinate activities and provide resources that can be used to enhance effect-tive educational leadership. The most important aspect pertaining to effective educational leadership in schools, is that it must be managed properly. This actually implies that correct and relevant resources should be provided to reinforce the quality of effective educational leadership. The primary study revealed that effective educational leadership cannot be achieved by school Principals in isolation, but through the School Management Team as a whole. Due to the nature of the study, the researcher has employed phenomenology, stratified random sampling and qualitative research design to achieve the in-tended goal of the research project. The researcher has also used case studies and interview research instruments to collect relevant data from twenty (20) SMT members in area of the study. The data collected through case studies and interviews was analysed by coding derived from audio tape recorder. Descriptive analysis was used to analyse the data whose findings were based on to make conclusions and recommendations. The results indicated that the role of the Principal contributes significantly to the quality of effective educational leadership. The results also showed that there is a need for continued support from the members of the School Management Teams. The need for support from the parents, SGBs and government in terms of resources, is vital. The abovementioned support, can also assist the Principals to make a positive impact on effective educational leadership. The researcher believes that, if the findings and the recommendations from the study can be applied properly, they can add value to the educational practice in Waterberg District in particular and Limpopo Province as a whole.

Thesis (PhD)--University of Stellenbosch, 2002.<br>ENGLISH ABSTRACT: This study focuses on corporate entrepreneurship or intrapreneurship. Current research on the subject focuses on traditional theory of intrapreneurship in which the creation, structure and focus of business ventures feature prominently. Central to an intrapreneurship inquiry however, are the people who make up the organisation and their interaction within the organisation through structures and processes. Many members in an organisation can initiate and be involved in entrepreneurial activities, but the lack of autonomy and access to resources can restrict them from doing so. This study proposes a solution to these problems by focusing inwards into organisations and examining ways to foster intrapreneurship. It also emphasises the influence of executive leadership on organisational outcomes. In addition it proposes an answer to the question of how internal structures and processes can facilitate intrapreneurship and how management's relationship with staff can promote intrapreneurship. Through this the study adds to the current understanding of intrapreneurship. The study examines the relationship of a proposed intrapreneurship model to organisational performance, particularly financial performance. Lastly it examines intrapreneurship in context. Once an organisation behaves intrapreneurially, positive results could follow, therefore the relationship between one of the possible results, that of improved financial performance and intrapreneurship is researched in this study. Financial data form the basis of the calculation of many measures of performance. Organisations, however, are generally not willing to supply researchers with hard financial data. A possible way to overcome this problem is to measure financial outcomes through the interpreted views of management, for example that sales increased or decreased, rather than stating the absolute value. However, this is a subjective measure and the researcher decided to overcome this problem by concentrating the study on a sector of the Johannesburg Stock Exchange for which published financial data is available. The published financial data forms the basis for the calculation of an index that is used to discriminate between better and weaker financial performance of organisations. The study identifies nine dimensions of the construct Intrapreneurship, which were factorised into three key factors. Two of the key factors focus externally and one internally. The final intrapreneurship model that emerges from the study represents the organisation's innovativeness, proactiveness, and management's influence on organisational structures, processes and internal relations. This model represents product lines and changes, research and development leadership, new techniques employed in the organisation, the organisation's competitive posture and its risktaking propensity, its environmental boldness and the decision-making style of management in terms of external opportunities. The model also addresses internal structures and processes, as well as relations in terms of intrapreneurial goal setting - a system that promotes, facilitates and manages creativity and innovation. It addresses an intracapital system for supplying resources and it facilitates communication. The model allows for staff input to management, a degree of intrapreneurial freedom, a problem-solving culture and empowered staff. Finally, it provides for the championing of intrapreneurs hip by management. In the study, hypotheses are set to establish if a relationship exists between intrapreneurship and financial performance and to examine intrapreneurship in context. The influence of organisational age, organisational size and the organisation's share Beta on intrapreneurship, is examined. The conclusions of the study can be summarised as follows: There is a relationship between financial performance and intrapreneurship as represented by the key factor management. The key factor management is a significant predictor of financial success. Organisations with higher levels of intrapreneurship are therefore more likely to be financially successful than those organisations with lower levels of intrapreneurship. The key factors that represent the proposed model each correlates moderately with the financial index. The key factor added by this study to the traditional model of intrapreneurship, improve the correlation and enrich the model. The study confirms the view that organisations can be intrapreneurial, regardless of size, which is measured by both employee count and annual turnover. This finding dispenses with the popular view that only small organisations can be entrepreneurial. The study furthermore confirms the view that older organisations could be less intrapreneurial. The study finds that younger organisations tend to be more proactive in their approach in the areas of new techniques, competitive posture, risk-taking propensity and environmental boldness, as well as in respect of decisions to exploit opportunity. The study also indicates significant correlation between organisations' share Beta coefficient and two of the three key factors that comprise intrapreneurship. This confirms the notion that intrapreneurial organisations could be more prone than their counterparts, to volatile market movements of their shares. The study does not propose a definitive model, but presents a practical model that can be implemented - a model that could improve organisations' results, specifically in the area of financial performance.<br>AFRIKAANSE OPSOMMING: Hierdie studie fokus op korporatiewe entrepreneurskap of intrapreneurskap. Huidige navorsing oor die onderwerp konsentreer op tradisionele teorieë waarin die skep, strukturering en fokus van besigheidsondernemings prominent is. Die werklike fokus van intrapreneurskap behoort egter die mense waaruit die organisasie bestaan, asook hulle interaksie deur middel van strukture en prosesse in te sluit. Baie individue in organisasies kan moontlik entrepreneuriese aktiwiteite inisieër of kan betrokke raak daarin, maar kan aan bande gelê word deur die gebrek aan bemagtiging en deur gebrekkige toegang tot hulpbronne. Hierdie studie het 'n oplossing vir die probleem ten doel deur organisatories na binne te fokus, asook deur voorstelle gerig daarop om intrapreneurskap te bevorder. Die studie poog voorts om die vraag te beantwoord hoe interne strukture en prosesse intrapreneurskap kan fasiliteer en hoe intrapreneurskap bevorder kan word deur te fokus op die verhouding tussen bestuur en personeel. Hierdeur word 'n bydrae gelewer ten opsigte van intrapeneurskapsnavorsing. Die studie ondersoek ook die verwantskap tussen 'n voorgestelde model vir intrapreneurskap en finansiële prestasie. Die studie ondersoek verder kontekstuele intrapreneurskap. Intrapreneurskap in 'n organisasie behoort positiewe resultate tot gevolg te hê. Die verwantskap tussen een van die positiewe resultate, naamlik finansiële prestasie en intrapreneurskap word daarom in die studie ondersoek. Finansiële data vorm die basis van baie metings van organisatoriese prestasie. Dit is egter baie moeilik om spesifieke finansiële inligting van maatskappye te bekom en daarom maak navorsers soms gebruik van uitvoerende personeel se siening van finansiële inligting, byvoorbeeld ten opsigte van die vermeerdering of vermindering van verkope. Dit is egter 'n subjektiewe oordeel en gevolglik fokus hierdie studie eerder op 'n sektor van die Johannesburgse Effektebeurs, omdat gepubliseerde inligting aangaande genoteerde maatskappye geredelik beskikbaar is. Hierdie inligting word gebruik as basis vir die berekening van 'n indeks sodat organisasies wat swakker en beter finansieel presteer, onderskei kan word. Die studie identifiseer nege dimensies van die konstruk Intrapreneurskap. Hierdie dimensies is deur middel van faktoranalise gereduseer tot drie dimensies, waarvan een na binne en twee na buite projekteer. Die finale model vir intrapreneurskap behels proaktiwiteit, innovasie, en bestuur se invloed op stelsels, procedures en verhoudinge. Die model verteenwoordig die uitgangspunt ten opsigte van 'n aantal produkte en die veranderinge aan produkte, navorsing en ontwikkelingsleierskap, die organisasie se mededingende posisionering, risiko neming, die omgewingsdurf en bestuur se besluitnemingsprofiel ten opsigte van benutbare geleenthede. Die model verteenwoordig verder bestuur se invloed op interne strukture en prosesse asook verhoudinge wat betrekking het op die insluiting van intrapreneurskap in die daarstel van doelwitte en 'n stelsel wat kreatiwiteit bevorder, fasiliteer en bestuur. Dit skep 'n sisteem van intrakapitaal wat hulpbronne verskaf, en verteenwoordig oop en nie-territoriale kommunikasie. Die model maak voorsiening vir personeel se insette en laat intrapreneuriese vryheid toe. Dit stel 'n oplossingskultuur ten opsigte van probleme, asook personeelbemagtiging, voor. Laastens stel dit voor dat bestuur die voorstanders van intrapreneurskap moet wees. In die studie word twee hipoteses daargestelom die verwantskap tussen finansiële prestasie en intrapreneurskap, asook kontekstuele intrapreneurskap te ondersoek,. Die resultate van die hipoteses kan as volg opgesom word: Daar is 'n verwantskap tussen finansiële prestasie en intrapreneurskap soos voorgestel deur die sleutelfaktor bestuur. Die sleutelfaktor bestuur is dus 'n betekenisvolle voorspeller van finansiële prestasie. Organisasies met hoër vlakke van intrapreneurskap kan daarom moontlik beter presteer as hulle eweknieë met laer vlakke van intrapreneurskap. Die drie sleutelfaktore van die voorgestelde model toon elk ook 'n positiewe korrelasie met die finansiële indeks. Die faktor wat by die tradisionele intrapreneurskapmodel gevoeg is, verbeter die korrelasie met die indeks. Die studie bevestig die standpunt dat die grootte van 'n organisasie, soos gemeet deur omset en aantal werknemers, nie 'n invloed op intrapreneurskap het nie. Hierdie bevinding is in teenstelling met die wanvoorstelling dat slegs klein organisasies intrapreneuries kan wees. Die studie bevestig ook dat ouer organisasies waarskynlik minder intrapreneuries sal wees. Jonger organisasies sal waarskynlik meer proaktief wees deur gebruik te maak van nuwe tegnieke, deur mededinging, riskoneming en deur omgewingsdurf. Die studie wys ook op die betekenisvolle korrelasie tussen organisasies se Beta (B) waarde van hul aandele en twee van die drie sleutelfaktore waaruit intrapreneurskap bestaan. Die gevolgtrekking is dus dat organisasies wat meer volatile relatief tot die mark is, 'n groter skommelingstendens het wanneer hulle met die totale mark vergelyk word. Die studie probeer nie om 'n allesomvattende model vir intrapreneurskap voor te stel nie, maar probeer eerder om 'n prakties implimenteerbare model daar te stel wat moontlik positiewe resultate kan lewer, veral in die area van finansiële prestasie.

I den här studien undersöks tillit inom ledarskap. Studien fokuserar på ledarskap på individnivå, i ett sammanhang av motivation. Undersökningen belyste vilka tolkningar och upplevda erfarenheter som fanns bland chefer i tillämpandet av ett tillitsbaserat ledarskap på en myndighet som Migrationsverket. Ambitionen med studien var att öka förståelsen för vad tillitsbaserat ledarskap är, och för motivationsmiljöns betydelse gällande att utöva tillitsbaserat ledarskap. Studiens syfte var därmed ökad kunskap om hur tillitsbaserat ledarskap och motivationsmiljö kom till uttryck, samt hur de förhöll sig till varandra, i en offentlig organisation. I fråga om teoretiskt ramverk, har Mayer et al. (1995) tillitsmodell, Bringselius (2021) tillitsbaserade ledarskapsteori och Deci och Ryan (2000) självbestämmande teori (SDT) varit vägledande. Som metod har kvalitativa semistrukturerade intervjuer genomförts.  Resultatet har visat att myndighetscheferna tolkade och praktiserade interpersonellt tillitsbaserat ledarskap utifrån tolkningen om tillit som ett förtroende. Förståelsen för depraktiserade tillitsbaserade ledarskapet tillskrevs bland annat att vara sårbar, skapa ett tillåtande arbetsklimat, skapa psykologisk trygghet och inneha ett medborgarfokus samt aspekter av relationellt- och strukturellt tillitsbaserat ledarskap. Chefernas tolkningar skilde sig därmed från den teoretiska förståelsen av tillitens tre komponenter - förmåga, välvilja och integritet.  Resultatet har även visat att cheferna delvis upplevde en hållbar motivationsmiljö i fråga om autonomi, kompetens och tillhörighet. Studien visade därtill att det fanns upplevda hinder i form av hierarki, byråkrati och kontrollerade uppföljningsmetoder och därmed att motivationen påverkade uppfattningarna om det tillitsbaserade ledarskapet. Sammanfattningsvis har denna studie visat vad tillitsbaserat ledarskap och motivationsmiljö är, hur det uppfattas och varför det kan vara av betydelse för en offentlig organisation.<br>In this research trust has been studied. Trust has been directed towards leadership in a context of motivation. The survey highlighted the interpretations and experiences of a trust-based leadership that existed among managers in an authority such as the Swedish Migration Board. The ambition of the research was to increase the understanding of what trust-based leadership is, and the importance of the motivational environment regarding the trust-based leadership.  The purpose of the research was to increase knowledge about how trust-based leadership and motivational environment were expressed, and how they related to each other, in a public organization. In terms of theoretical framework, Mayer et al. (1995) trust model, Bringselius (2021) trust-based leadership theory and Deci and Ryan (2000) self-determination theory (SDT) have been used as guidance. As a method, qualitative semi-structured interviews were conducted. The results have shown that the managers interpreted and practiced interpersonal trust-based leadership on the interpretation of trust regarding confidence. The understanding of the practiced trust-based leadership was based as being vulnerable, creating a tolerant work climate, creating psychological security and having a citizen focus, as well as aspects of relational and structural trust-based leadership. The managers’ interpretations thus differed from the theoretical understanding of the three components of trust: ability, benevolence and integrity. The results also showed that the managers partly experienced a sustainable motivational environment in terms of autonomy, competence and relatedness. It also showed that there were perceived obstacles of hierarchy, bureaucracy and controlled follow-up methods and that the motivation was influenced regarding the perceptions of trust-based leadership. In summary, this study has shown what trust-based leadership and motivational environment is, how it is perceived and why it can be important for a public organization.

Studiens fokus ligger på chefskapet, vad chefer upplever behövs för att leda i mångfaldsarbete, och vidare till vad organisationen kan göra för att stödja cheferna i deras vardag. Studien har en kvalitativ ansats och datainsamlingen har skett med intervjuer av nio chefer i en stor bank i Sverige som arbetar aktivt med mångfaldsfrågor. Studiens största fynd är att chefernas beskrivningar åtskiljer sig utifrån deras position. Chefer som har en kundnära position resonerar kring mångfald utifrån ett kvantitativt synsätt. Chefer med en position av mer övergripande karaktär beskriver mångfald utifrån ett kvalitativt synsätt. Dessutom finns olika beskrivningar på nyttan med mångfald utifrån specialist eller generalist perspektiv. Vi ser därför att mångfald presenteras och diskuteras utifrån flera spännande perspektiv, vilket är av intresse och värde för organisationer som vill initiera mångfaldsarbete. För att underlätta chefernas vardag kan banken skapa mätbara mål med mångfald och stödstrukturer för nätverk.<br>This thesis focus on management and managers experiences, what they need to lead diversity, and on to what the organization can do to support managers in their everyday lives. The study has a qualitative approach and the data collection was conducted with interviews of nine executives of a major bank in Sweden that actively address diversity issues. The study's main findings are that managers´ descriptions are separating due to their position. Managers who have a position which is customer related reasons of diversity based on a quantitative approach. Managers with a position of a general nature describe diversity based on a qualitative approach. In addition, there are different descriptions of the benefits of diversity from a specialist or a generalist perspective. We therefore see that diversity is presented and discussed from several exciting perspectives, which is of interest and value to organizations if they are initiating diversity work. In order to facilitate, the bank can create diversity targets and support structures with available networks.

Abstract Background Occupational Burnout is one of the greatest challenges affecting the labour markets today. It is mainly caused by prolonged stress exposure due to the psychosocial work environment and is nowadays the fastest growing cause of long-term sick leave in Sweden. It therefor affects both the society, organisation and individual. It is thus a managerial concern to manage and structure the organisations in a sustainable way that maximises the use of human resources, rather than burning them out.    Purpose The aim of the thesis is to investigate the high level of sick-leave or burnout due to organisational and managerial factors in the Swedish educational sector, by focusing on the role leadership, organisational and psychosocial work environment plays in preventing/causing employees’ burnout. The authors attempt to contribute knowledge on why theory may not match reality in this case, as statistics of sickleave due to stressrelated illness remains high. Methods In this qualitative study principals, administrators, and teachers of four public compulsory schools in Jönköping and Öckerö are interviewed. Using semi-structured interviews, data is gathered, coded and analysed in relation to modern research literature on the topic of burnout as well as Swedish Work Environment Authority guidelines, to spot key elements of positive and negative factors which have affected the stress situations of the schools’ employees. Several factors from organizational and leadership perspective are examined to assist organizations to avoid or prevent burnout.   Results Prevalence of high burnout rates in schools in the cases studied, was associated with recent large reorganization of employees and administration; weak and inefficient leadership which did not strive to build relationships and open communication with teachers; low integration between sectors and working groups; lack of support and monitoring of stressed employees; low ability of employees to contribute to their workplace environments; the shortage of budgets issued by municipality.   Conclusions 1.The reason sick leave related to stress and burnout is high in the cases studied, is that implementation of research and policy guidelines is lacking behind in schools which suffer from employee stress related issues. As well as the current management model of the public sector may not benefit to prevent employee burnout.   2. It is possible to avoid employee burnout through adjusting the management and organizational structure, as adaptations toward dealing with employees’ stress are showing a positive sign on preventing the development of burnout.

From summary:The main objective of this research study was to write up a teaching case study, based on Greiner’s (1998) model of organisational development, outlining what effect the growth of Hardware Warehouse had on the leadership and culture of the organisation. The study is a teaching case study in the form of “a descriptive case focusing on presenting a description of past events and decisions” (Cappel and Schwager, 2002: 289).

<p><strong>Problem.</strong> With the Swedish public sectors problem with efficiency in mind, several reforms have beeninitiated during the last decades. These reforms go, in academic contexts, under the name“New public management”. The reforms have resulted in, among other things, an increasedcompetition, privatization and goal-orientation in the public sector. These new conditionshave changed the public leadership challenge and demand an increased focus on innovation todecrease costs and increase value as a central aspect of the Swedish public leadership.</p><p><strong>Purpose.</strong> The purpose for this research has been to examine the conditions for innovation in a publicorganization and how the leadership can improve the organizational innovativeness.</p><p><strong>Method</strong>. This research does not aim to measure the innovativeness in a public organization, instead itfocuses on understanding the condition for innovation and how the leadership can affect theorganizational innovativeness. Hence, it is motivated that I use a qualitative approach in theresearch process. Semi structured interviews and precedent research are being used as afoundation for the results and recommendations given.</p><p><strong>Conclusion.</strong> The leadership’s opportunities to improve the organizational innovativeness depend on anumber of independent organizational variables and the adaption of the variables to oneanother and the system as a whole. Leadership includes both the formal boss and the coworkerin a relationship that ought to be characterizing by reciprocity and cooperation. Bothmanagement and leadership are vital competences for the formal boss as both structure andculture must support each other. The conditions for organizational innovativeness improve ifthe organization has a structure and a culture that enhances: transboundary cooperation, spaceand energy for creative activities, a common context that contributes to an organizationalidentity and motivation and competence and organizational learning. The examinedorganization needs to decentralize the right to make decisions, improve the openness of theculture, and strengthen the organizational identity and audit structures in purpose to facilitatetransboundary cooperation.</p>

För att bli en framgångsrik organisation talar man om kunskap– och lärprocesser som går genom organisationen, från individen till högsta ledningen. Det innebär att den kunskap som finns hos individerna måste synliggöras, delas, spridas och tas i bruk av andra i organisationen. I denna uppsats ligger fokus på processen. Här är lärandet och ledandet som regel av avgörande betydelse och en viktig framgångsfaktor. Den primära datainsamlingen har skett genom semistrukturerade intervjuer med chefer på Region Halland. Avsikten var att informanterna skulle få delge sin syn och erfarenhet inom valt ämnesområde. Resultatet har analyserats utifrån valda teorier och tidigare forskning inom ämnesområdet. Peter Senges teorier för den lärande organisationen fungerar i studien likt en ideologisk bakgrund som sammanfattar grunddiskursen och tänkandet kring begreppet den lärande organisationen. Fredrik Tell, Jonas Söderlund och Nancy Dixons modeller för kunskapsprocesser utgör i studien mer konkreta teorier som applicerats på det empiriska materialet. Studiens resultat ses utifrån chefernas perspektiv och uppfattningar. Resultatet gör tydligt att kunskapshantering står centralt och är avgörande för organisationens framgång. Medarbetare lär sig genom att lära tillsammans. Ännu en slutsats är att ledarskapet och medarbetarskapet i den studerade organisationen mer ses likna ett partnerskap, där chefen har stort inflytande över hur kunskapsöverföring sker. Samarbete, deltagande och anpassningsbarhet präglar chefers syn på den lärande organisationen.<br>The key to a successful organisation lies in knowledge management. In this study we acknowledge that knowledge exists within individuals and believe that this knowledge can serve of use to the organization through learning– and knowledge processes. In this paper we aim to highlight this process, where learning and leadership act as a crucial and important factor on the road to success. The primary empirical data has been collected via semi-structured interviews where informants where allowed to share their views and experience. The results have been analysed based on selected theories and previous research in the area of subject. Peter Senge presents a theory on learning organization which in this paper act as an ideologic framework which summarise the thinking behind the concept. Fredrik Tell, Jonas Söderlund and Nancy Dixon's models on how knowledge management can be applied in a practical context constitute more concrete theories in use. The study’s results are viewed from the managers perspectives and perceptions. The result emphasise that knowledge management is central and crucial in becoming a successful organisation. Employees learn by learning together. Another conclusion is that leadership and employeeship in the studied organization takes form as a partnership, where managers has influence on the way knowledge is transferred, shared and put into use. Teamwork, participation and adaptability characterizes managers' view of the learning organization.

Trabalho apresentado à Universidade Fernando Pessoa como parte dos requisitos para obtenção do grau de Mestre em Docência e Gestão da Educação, especialização em Administração Escolar e Administração Educacional<br>Este relatório final aborda os principais aspetos inerentes às funções de direção executiva que desempenhamos em duas escolas secundárias durante sete anos. Complementamos esta visão, necessariamente sucinta e fragmentária, com alguns conhecimentos adquiridos ao longo do curso de estudos superiores especializados (CESE) em administração escolar e deste mestrado em docência e gestão da educação. No sistema educativo nacional existe uma tradição de excessivo centralismo burocrático, que tem resistido aos diferentes modelos de gestão. Nas últimas décadas tem-se tornado evidente uma dicotomia entre as práticas centralistas e a aspiração à autonomia das escolas. É necessário substituir o centralismo burocrático por uma maior descentralização e pela prática de uma verdadeira autonomia responsável e assumida por todos, concretizada num PEE constituído e executado de forma participada. O modelo de gestão é uma variável importante na organização e funcionamento das escolas. Enquanto gestor e líder educativo, o diretor deve procurar exercer uma gestão estratégica e uma liderança proativa e transformadora. A ação do diretor é um fator determinante para o sucesso da escola: é essencial que conheça a organização que gere e fomente uma cultura de avaliação, de modo a orientar a escola para a qualidade, eficácia e melhoria contínua, como uma verdadeira organização inteligente e aprendente. A escola tem vindo a ganhar crescente complexidade e exige uma gestão cada vez mais profissional e eficiente. A gestão da escola deve ter como objetivo fundamental a criação de condições para promover a aprendizagem e o sucesso educativo dos alunos. No desempenho de funções de direção executiva, foi nossa preocupação a implementação de uma criteriosa e racional gestão dos recursos humanos, materiais e financeiros, visando o desenvolvimento do PAA, a consecução dos objetivos do PEE, a interligação com o meio e a concretização da sua missão. This final report covers the main aspects inherent in executive management roles we play in two secondary schools for seven years. We complement this view, necessarily brief and fragmentary, with some knowledge acquired during the course of specialized higher education (CESE) in school administration and this master's degree in teaching and educational management. In the national education system there is a tradition of excessive bureaucratic centralism, which has withstood the different management models. In recent decades it has become apparent dichotomy between practice and aspiration centralist school autonomy. You must replace the bureaucratic centralism for greater decentralization and the practice of genuine autonomy and responsibility assumed by all, achieved a PEE (educational project) established and implemented in a participatory way. The management model is an important variable in the organization and operation of schools. As manager and educational leader, the director should seek to exercise a strategic management and a proactive and transformative leadership. The action of the director is a determining factor for school success: it is essential to know the organization that manages and promotes a culture of evaluation in order to guide the school to the quality, effectiveness and continuous improvement as a true and intelligent organization learner. The school has gained increasing complexity and management requires a more professional and efficient. The school management must have as its primary goal the creation of conditions to promote learning and educational success of students. Under the performance of functions of executive direction, the implementation of a careful and rational resource management human, material and financial resources for the development of the PAA (activity planning), the achievement of the objectives of the PEE, the interconnection with the environment and the achievement of its mission, wer some of the main concerns. Ce rapport final couvre les principaux aspects inhérents à la gestion des rôles de direction executive que nous jouons dans deux écoles secondaires pendant sept ans. Nous complétons ce point de vue, nécessairement bref et fragmentaire, avec quelques connaissances acquises au cours de l'enseignement supérieur spécialisé (CESE) en administration scolaire et de master dans l'enseignement et de gestion de l‟education. Dans le système éducatif national, il y a une tradition de centralisme bureaucratique excessif, qui a résisté aux différents modèles de gestion. Dans les dernières décades, il est devenu evidente une dichotomie entre les pratiques centraliste et l‟aspiration à l'autonomie des écoles. Il faut remplacer le centralisme bureaucratique pour une plus grande décentralisation et par la pratique d'une véritable autonomie responsable et assumée par tous, concrétée dans un PEE mis en place et mis en oeuvre de manière participative. Le modèle de gestion est une variable importante dans l'organisation et le fonctionnement des écoles. En tant que gestionnaire et un leader d'éducation, le directeur doit chercher à exercer une gestion stratégique et un leadership proactif et de transformation. L'action du directeur est un facteur déterminant pour la réussite e l‟école: il est essentiel qu‟il connaisse l'organisation qu‟il gère et qu‟il favorise une culture d‟évaluation, afin d'orienter l'école pour la qualité, l'efficacité et amélioration continue comme une véritable organisation intelligente et apprenante. L'école a acquis une complexité croissante et elle exige une gestion de plus en plus professionnelle et efficace. La direction de l'école doit avoir comme objectif principal la création de conditions propres à promouvoir l'apprentissage et la réussite éducative des élèves, comme cela a été la marque distinctive de notre rendement en vertu de la performance des fonctions de direction exécutive, à travers la mise en oeuvre d'une gestion minutieuse des ressources et rationnelle des ressources humaines, matérielles et financières, en visant le développement du PAA, la réalisation des objectifs du PEE, l'interconnexion avec l'environnement et la réalisation de sa mission.

Research (Sartain et al., 2006) indicates that engagement demands a more thoughtful way to address the everyday realities of organisational life. The current research endeavours to elucidate the relationship between emotional intelligence and work engagement amongst leaders in a financial service organisation undergoing change.

Project management is as much art as it is science. Competence of project managers is receiving increasing interest as more organisations accept that project performance has an impact on organisational performance. Scholars and practitioners of project management tend to agree that while the technical aspects of project management are important, it is the behavioural competencies, or soft skills, of project managers that are required for success ? now and in the future. This study set out to explore the expected evolution of the behavioural skills and competencies of the project manager over the next decade. Secondary objectives of the study were to establish if perceptions differ amongst the respective demographic groups, the importance of leadership skills and how identified future behavioural competencies are addressed in current job profiles for project managers. The research study began in the literature where projects and project management was introduced followed by an exploration of some of the trends and perceptions expected to impact on project management in the future. Projects of the future will be strongly influenced by technology with complexity and uncertainty as common themes. Leadership and flexibility will be key for project managers to survive in such a dynamic, hyper–connected environment. A thorough literature study was conducted into the behavioural competencies of project managers especially with respect to the most widely used project management bodies of knowledge. The concept of competency was defined and a number of models of competency were presented. Soft skills relating to project managers were discussed including emotional intelligence which has received much attention recently. A comparison was made of the behavioural competencies of project managers as addressed in the IPMA International Competence Baseline 3.0, the APM Body of Knowledge and the PMI Body of knowledge. Concluding the literature study, the fifteen behavioural competencies from the IPMA International Competence Baseline were discussed drawing on insight from the literature. An empirical study was completed with the aid of a new questionnaire designed using the behavioural competencies contained in the IPMA International Competence Baseline 3.0 as constructs. The questionnaire survey explored the perceptions of members in a South African project management organisation regarding the evolution of the importance given to the identified behavioural competencies. Analysis of the responses showed the questionnaire to be reliable and valid. Respondents indicated that they expect the following project manager behavioural constructs to grow in importance in the future: Efficiency, Leadership, Creativity, Openness and Engagement and Motivation. Respondents expect the following behavioural constructs to be less important in the future: Ethics, Values Appreciation, Reliability, Conflict and Crisis and Self–control. Structured interviews conducted to validate the survey results highlighted only that Leadership is an area that is expected to take on more importance for project managers in future. The interviews produced similar expectations to the literature regarding the future challenges for project management regarding complexity, uncertainty and the rate of change. A review of Project Manager job profiles yielded that generally behavioural competencies for project managers are not comprehensively addressed with more attention required and to utilise research as a basis. Proficiency requirements and assessment of proficiencies remains a major challenge that must be addressed by organisations in future. Conclusions regarding the findings of the research study were presented and recommendations for organisations and interested parties given. The research study was evaluated opposite the primary and secondary objectives with the conclusion that both were achieved. Finally, recommendations for further research into the behavioural competencies and related topics were proposed.<br>Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.

Nos travaux de recherche se proposent d’apporter de nouveaux éléments conceptuels dans la littérature du « leadership » des CdP. L’existence, la position et le rôle de « leader » seront mis en perspective par rapport aux théories existantes sur le « leadership » dans d’autres domaines (science de l’éducation notamment) et le concept de communautés de pratique. Nous proposons donc le concept de “leadership distribué” et évaluons différentes approches, notamment les routines organisationnelles susceptibles de répondre à notre question de recherche. Enfin nous discutons des implications du “leadership distribué” au travers d’une étude empirique. En conclusion, l’application du modèle de leadership distribué que nous avons proposé (et en considérant ses multiples facteurs), a mis en lumière l’importante influence des routines dans la pratique quotidienne des apprentissages en tant que levier principal dans la distribution du leadership<br>This research claims that the current, literature of “Communities of Practice” is deficient concerning its key feature: leadership. We seek to expand the focus by underlining the key elements that influence the leadership practice in CoPs, and recommending a promising path for further investigation, which involves the “distributed leadership” theory. Drawing from an extended literature review on the subject of leadership in CoPs, the study proposes that predominant descriptive and conceptual perceptions of the topic should be supplemented by more field observation studies – evidence-based research - to support and validate the theoretical literature. During past three decades, several scholars have extensively studied this concept (CoPs) in a variety of disciplines. However, there have been very few studies of the influence of routines in these communities. The aim of this study is to analyze the notion of routines in CoPs, in light of the literature on distributed leadership theory. We focused on one particular feature of distributed form of leadership – the routines – and applied this element on the knowledge-based learning environment: the CoPs

"Organisation development is a planned, systematic process in which applied behavioral science principles and practices are introduced into ongoing organisations toward the goal of increasing individual and organisational effectiveness. " [French and Bell] This study describes and analyses the implementation of Organisation Development (OD) to an Anglican Church theological seminary, The College of the Transfiguration (Cott), in the Anglican Church of the Province of Southern Africa (ACSA). The origins of OD are business related, emerging in the late 1950s and early 1960s. Over the years, and recently in South Africa, OD has been applied in educational change initiatives. Unlike more traditional change strategies, OD promotes collaboration in organisational change processes through the inclusive participation of all stakeholders. This study is unique in the sense that OD is applied to an Anglican Church theological institution in Southern Africa. The goal of theological institutions, particularly Cot!, is to "form, inform and transform" (Cot! Prospectus, 2011) those who feel called to ordained ministry. Personal experience in this practice has confirmed that organisational emphasis is placed more on product than process; on results rather than the leadership and management of the organisation. This study was an attempt to introduce a process of planned change to such an organisational context. OD was introduced to The College of the Transfiguration in the form of action research using the Survey Data Feedback (SDF) strategy. Data gathered was interpreted and analysed, followed by action planning and implementation of agreed plans. The process had a positive impact on both stakeholders and the organisation despite the challenges associated with the unpredictable world of organisations. Ultimately, I propose tentative recommendations which could help Cott and other educational institutions to achieve long-term improvement in organisational leadership and management.

This study focuses on the diverse leadership issues a Swedish primary school faces when responsibilities are not clearly defined between the management/operative organisation and the development organisation. To illustrate this, research results are analysed using Liljenberg’s model ‘Tensions in relation to the development aspects of school organisation’. The five aspects of the model are; Organisational Structure, Goals, Vision and Values, Responsibility and Decision-making, Reflection and Evaluation and Attitudes. They are used to identify to which extent the management team’s focus is operationally or developmentally oriented and how decisions are made. The information is derived from observations, document analysis and semi-structured interviews. The survey shows that the management team deals mostly with operational issues though what issues belong to the running of a school as compared to pedagogical development becomes difficult to distinguish as they can overlap. When it comes to which direction or solutions the school takes, other groups are influential without regard to the designated development group. This division shows that the school has a distributed leadership. The results indicated that without clearly defined division of labour, area of responsibility and leadership, the different groups within a school are less effective and would benefit from an overhaul.<br>Den här undersökningen fokuserar på en låg- och mellanstadieskolas ledningsgrupps frågor, för att se på fördelningen mellan driftsorganisationens och utvecklingsorganisationens frågor. För att belysa detta har undersökningens resultat analyserats utifrån en modell av Liljenberg över spänningsfälten mellan drifts- och utvecklingsorganisationen. Modellens fem aspekter är; organisationsstruktur, mål, vision och värden, ansvarstagande och beslutsfattande, reflektion och utvärdering samt attityder. Dessa har använts för att identifiera i vilken utsträckning ledningsgruppens fokus är drifts- eller utvecklingsorienterat. Ledningsgruppens arbete har undersökts i en fallstudie bestående av observation, dokumentanalys och semistrukturerade intervjuer. Undersökningen visar att den undersökta ledningsgruppen mest hanterar driftsfrågor, trots att det är svårt att utskilja vilka frågor som handlar om att driva skolan eller att utveckla den. När det handlar om utvecklingsfrågor visar det sig att det också finns andra grupperingar än ledningsgruppen där dessa frågor diskuteras. Det kan handla om förstelärarnas uppdrag eller vad resursteamet planerar i utbildningsväg. Denna uppdelning visar på att skolan har ett distribuerat ledarskap. Den här undersökningen visar att utan en tydlig fördelning av arbetsuppgifter, ansvarsområden och ledarskap blir skolan inte så effektiv som den skulle kunna vara, och att strukturen skulle gynnas av en översyn.

Wertewandel ist ein bestimmender Faktor unserer Generation. Er durchdringt alle Bereiche des sozialen Miteinanders und macht auch vor den Subsystemen unserer Gesellschaft nicht halt. Der Wertewandel in den funktionellen Subsystemen der Wirtschaft ging dabei stets mit dem Begriff der Organisationsentwicklung einher. Diese ist jedoch nur in der Lage Teilaspekte des Wandels abzudecken, für eine ganzheitliche Betrachtung mangelte es bisher an einer theoretischen Unterstützung. Dieser Beitrag rückt daher das systemische Change Management in das Zentrum der Betrachtung. Neben seiner integrativen Ausrichtung zeichnet es sich vor allem durch eine normative Fundierung aus. Es soll anhand eines konkreten Beispiels aufzeigt werden, wie das systemische Change Management strukturiert ist und welche Wirkungsmechanismen es in einem organisationalen Wandlungsprozess entwickeln kann.

This study is an exploration of a change management intervention tool described here as the Hypothetical'. This tool is not described in organisation literature, but many of its functions and features can be found in theories relating to, for example, organisational communication, change management, leadership and team dynamics. The Hypothetical does, however, appear as a discussion forum in the popular media. In the 1980s and 1990s, the high profile television program, Hypotheticals, hosted by Geoffrey Robertson QC, dramatised decision making processes, and teased out some of the moral dilemmas inherent in social and political problems, utilising high profile panelists from the social, political and business elites. In the 1990s, the Hypothetical made a transition from the television screen to the management meeting room and the executive suite. The researcher of this study has similarly used the Hypothetical in his capacity as a communications consultant for a number of public and private client organisations. With this background, this study was undertaken to explore the Hypothetical and to identify those functions and features that define its appropriateness as an intervention for organisational communication and change. The findings from this study are founded on two aspects a review of relevant organisation literature, and data from the presentation of a specific Hypothetical intervention to the public organisation Centrelink Queensland. The Hypothetical tool, as identified in this study, is a one-off, 90 minute performance involving a facilitator, audience, and members of a panel who represent the organisation in which semi-fictitious storylines are meant to symbolise elements in the cultural life of the organisation. The study also identifies a Hypothetical process in which research methods that are applied, before and after the intervention performance, help to identify the functions and features of the intervention. The features of the Hypothetical, as an intervention are viewed through the lens of Goffman's 1959) classic theoretical framework of symbolic interactionism, where the organisation is conceptualised as 'theatre', and the motivations and actions of its members are interpreted through the symbolism of theatrical performance and interaction. The study also draws on symbolic convergence theory to explain what happens inside an organisation through the language, conflicts and shared cultural experiences of its members. The Centrelink Hypothetical in this study reflects aspects of the shared organisational culture, and presents its fictitious storylines in the context of dialogues between its panelists. The panelists are representatives of their organisation and are heard reflecting the values of that organisation's culture. Consequently, the analysis of text through the Hypothetical transcript the deciphering of shared narratives, mindsets, motivations and visions of the future, and so forth forms a significant aspect of the study for conceptualising Centrelink organisational culture, and for identifying how problems of communication and change have become embedded in that culture. More specifically, it is through the Centrelink Hypothetical that this study seeks to identify the functions of the Hypothetical and to determine how they may contribute solutions to Centrelink's management problems. The literature consulted for this study reveals that the Hypothetical is closely allied, as an intervention process, with the relatively new management practice of scenario planning. It scenario planning that attempts to build a generative learning capability within organisations a continuously looping process of deep learning that takes place within each organisation's unique strategic conversation. This study draws on scenario planing to identify similar performance features within the Hypothetical process stimulating the organisation to be responsive to, and to embrace, change; finding appropriate methods of communication; identifying and modifying mental models. This study also highlights a significant difference between the scenario planning process and the Hypothetical. Emerging literature in management psychology asserts the importance of the emotionally intelligent team, which demonstrates its social skills and empathy. However, the driving force behind scenario planning is 'the business idea', or the organisation's mental model and what drives it, and there is little or no attention paid to the importance of emotional capabilities in the scenario planning literature. Findings from the Centrelink case demonstrate that a significant dimension of the Hypothetical experience is the impact of symbolically convergent scripted roles and the related capacity to utilise emotional intelligence. Consequently, this study recommends that suitable emotional frameworks be employed throughout the Hypothetical process to help discern appropriate members' behaviours and suggest how the combination of such behaviours may be used to enhance the organisation's future generative learning process.

Research question: How can JM Construction (sv. JM Entreprenad) work to encourage women to reach leading positions within the organization based on a management perspective? Purpose:                The purpose of this study is to describe how a male-dominated organization within the construction industry, from a management perspective, can work towards gender equality in leading positions within the organization. Method:                 The study was of a qualitative nature based on a deductive approach, which enables interaction between theories and empirical findings. The theoretical framework was based on scientific articles and books. Empirical data collection was conducted through 21 interviews, a focus group and meetings at JM Construction as well as reports and observations. Based on theoretical framework and empirical findings, a thematic analysis was conducted. Conclusion:            A male-dominated organization within the construction industry can, from a management perspective, work towards gender equality in leading positions by actively communicate and illustrate the importance of gender equality. An organization with few women in leading positions should work with increasing the representation of women in leading positions and exemplify female role models, because there may exist a glass ceiling in the construction industry. An organization that wants to implement gender equality in leading positions needs to formulate clear gender goals and strategies for gender quality and formulate a gender equality plan. It is important to consider gender equality as an organizational change. In order to promote women, specific support for women can be implemented, such as role models, encouragement, individual career plans and access to personal contacts through networks and mentoring programs. It is important that an organization in the construction industry considers structural capital alongside with personal qualities within a recruiting process.<br>Syfte:                          Syftet med denna studie är att beskriva hur en mansdominerad organisation inom byggbranschen, ur ett ledningsperspektiv, kan arbeta för att främja jämställdhet på ledande positioner inom organisationen. Metod:                        Studien var av kvalitativ karaktär med utgångspunkt i en deduktiv ansats, vilket möjliggjorde en interaktion mellan teori och empirisk datainsamling. Teorin var baserad på vetenskapliga artiklar och böcker. Empirisk datainsamling genomfördes via 21 intervjuer, en fokusgrupp och möten vid JM Entreprenad samt via rapporter och observationer. Utifrån teori och empiri genomfördes en tematisk analys.      Slutsats:                      En mansdominerad organisation inom byggbranschen kan, ur ett ledningsperspektiv, arbeta med att främja jämställdhet genom att aktivt kommunicera och belysa problematiken vikten av jämställdhet. En organisation med få kvinnor i ledande positioner bör arbeta med att öka representationen av kvinnor på ledande befattningar och lyfta kvinnliga förebilder, då ett glastak kan existera inom byggbranschen. En organisation som vill främja jämställdhet på ledande positioner bör utforma tydliga jämställdhetsmål och strategier samt formulera en jämställdhetsplan. Viktigt är att jämställdhetsarbete betraktas som en organisationsförändring. För att främja kvinnor kan specifika stöd riktade mot kvinnor implementeras, exempelvis förebilder, uppmuntran, individuella karriärplaner och tillgång till personliga relationer via nätverk och mentorskapsprogram. Det är viktigt att en organisation i byggbranschen väger strukturkapital mot personliga egenskaper vid rekrytering.

The research was aimed at addressing the challenge of evaluating a large scale change intervention in a large organisation and in a complex environment. Finding robust, meaningful yet realistic methodologies from among the array of possible approaches, methods and techniques has proved problematic, for both organisational practitioners and academics alike. The research explored this issue of choice from the perspective of ¿fit for purpose¿ and suggests a multi-faceted approach, using a range of evaluation methods and techniques, which were applied to an ongoing example at the BBC. It was also planned to use structural equation modelling (SEM) techniques to examine the relationships between variables critical to the study. The approach described represents a ¿pilot¿ evaluation exercise, which drew on data collected from early cohorts going through the BBC Leadership Programme, a key element of the ¿Making it Happen¿ change strategy initiated by the then Director General, Mr. Greg Dyke. As a second level of research, an evaluation of the primary evaluation itself, i.e. of the BBC Leadership Programme, was also undertaken to assess the effectiveness of the primary evaluation strategy and its implementation. Three hypotheses were examined in terms of programme impact: It was proposed that participation in the programme would bring about collective improvements in individual leadership behaviour (Ho1), leading to improved departmental performance across the business (Ho2), in turn, resulting in improved organisational performance (Ho3). Due to limitations in the application of the methodology it was not possible to use SEM analyses on the data collected. Alternative analyses failed to demonstrate conclusive support for all three hypotheses and, while other factors besides programme attendance appear to influence leadership performance the afore-mentioned limitations restrict the ability to draw firm conclusions. Following evaluation of the primary evaluation it was evident that, as a pilot exercise, important outcomes from the programme evaluation give rise to ¿lessons learned¿ and changes are suggested for any future evaluation exercise of this kind.

Globalisation has made logistics more important than ever in developing countries. If one business function raises their costs on a service, the end customer will usually pay the price in the store. When the end customers cannot afford the end price on a product, they will turn to other alternatives. This thesis examines how process management would affect the local population within the Dominican Republic. By beginning to question why some functions exist the effect will be economically visible in a DuPont according to the theories. Supply chain management seeks to manage the whole processes from A to Z in the most efficient way possible. The study was conducted during 8 weeks in the Dominican Republic. Eleven managers were interviewed to see how important SCM is for DR. The conclusions of the study is that Supply Chain Management is very important for DR. Well managed supply chains allow higher quality goods such as medicine and food to be accessed at a lower price by the local population. By targeting the economical position of working capital in a process an organisation can reach an increased ROI without the use economical means (increase the income/delivery service or reduce the costs).<br>MFS study financed by the Swedish International Development cooperation Agency, SIDA

Quels sont les modes de réponses les plus adaptés au traitement de l'inattendu et sous contrainte de temps pour maintenir ou renforcer la fiabilité organisationnelle ? Les travaux du courant HRO (High Reliability Organization) et du courant actionniste convergent sur le fait que l'individu constitue une source de fiabilité. Ils divergent néanmoins sur l'importance donnée au respect des règles face aux évènements imprévus. Afin d'analyser les comportements d'adaptation d'individus au sein d'un groupe restreint face à des situations à risques et inattendues sous contrainte de temps, l'attention est portée sur l'étude de situations nautiques vécues par des bâtiments de surface de la Marine nationale. Une première approche qualitative menée auprès d'experts du terrain étudié complétée par une approche quantitative réalisée à partir de 237 situations nautiques font ressortir les configurations à risques à l'origine d'accidents nautiques. Ces informations nous permettent de soumettre des équipes de quart passerelle à des situations à risques, dans le cadre d'une expérimentation, au moyen du simulateur de navigation de l'Ecole navale, école de formation des officiers de la Marine nationale. Les comportements de 96 équipes de quart passerelle, en formation initiale, sur le simulateur de navigation permettent de tester, selon les différentes situations, les réponses associées : improvisation de procédure, recours aux règles avec ou non l'usage de méta règles. Les résultats de l'expérimentation soulignent l'intérêt des méta règles dans le traitement des situations à haut niveau de complexité et nécessitant d'agir rapidement mais aussi les risques d'une improvisation non cadrée.

<p>Nonetheless IT sector is considered as highly competitive Belarus is listed in the top five, while also be-ing in the transitional stage. Thus, this thesis examined the tendencies of the quality management in Bel-arus IT industry. TQM, commonly used control system – ISO, and Business Excellence Models – Mal-colm Baldrige National Quality Award (MNBQA) and European Foundation for Quality Management (EFQM) were used as the basis for our research. The main premise for the research is that it is not nec-essary to excel in all concepts of TQM, where ISO was used as the primary step towards total quality.</p><p>Hence it was deduced that quality in the collected sample differs among the concepts. Even though the main concept of customer satisfaction is acknowledged, the human factor is still undervalued. This might also be the flaw hinged by ISO. However, further research could be done, covering bigger sample and observing the shift of these tendencies.</p><p>Key words: Total Quality Management (TQM), Interantional Organisation for Standardisation (ISO), Business Excellence Model (BEM), IT, Belarus, transitional economy, tendencies, Leadership, Strategy, Human Resources, Culture, Infrastructure</p><p>iii</p>

Traditionellt inom området för kvalitetsteknik har fokus legat på de så kallat "hårdare delarna" såsom statistisk uppföljning av processer, mätningar och problemlösningsmetoder. Tidigare forskning har identifierat att en av de huvudsakliga orsakerna till att kvalitetsinitiativ inte når framgång är att organisationen misslyckas med att skapa en kultur som stödjer förbättringsarbetet. Trots att kultur identifierats som en nyckel till framgång finns det en kunskapslucka kring hur och om kultur, och då kanske främst kvalitetskultur, kan skapas. Kultur består till stor del av dess värderingar och att dessa är accepterade av medarbetarna. Den här studien syftar till att bidra med kunskapsutveckling kring hur metoden Appreciative Inquiry (AI) kan användas i praktiken i organisationers arbete med värderingar och kultur, och identifiera möjliga effekter av detta. En deskriptiv fallstudie genomfördes inom en organisation i södra Sverige, genom två dialogbaserade workshops, en enkätstudie och dokumentstudie. Resultatet visar att AI är en metod som möjliggör strukturerad dialog gällande värderingar och beteenden kopplade till dessa. Vidare bidrar metoden till att levandegöra en organisations värderingar genom att medarbetare både upplever och uppvisar en förändring gällande enighet och förståelse för värderingarna inom den studerade organisationen.<br>Through tradition there has been a focus on "hard values" within total quality management, for an example statistical process measurements and problem-solving techniques. Research identifies the failure to create a supportive culture for improvements as one of the main reasons why organizations fail in their quality management initiatives. Despite the knowledge that culture is a mayor key to success, there is a gap of knowledge to how, and even if, it is possible to create a supportive quality culture. What defines culture is to a large extent the values it is based up on, and that the coworkers within an organization take ownership of these values. The purpose of this research is to contribute with knowledge towards how Appreciative Inquiry (AI) can be used within organizational work with values, culture, and to identify possible effects, if any, of the method. An explanatory case study at an organization in the south of Sweden was conducted through two dialogue-based workshops, an online survey, and a document study. The result shows that AI creates a structured dialogue about values and value-related behaviors and succeeds in bringing organizational values to life. This is shown though both the perceived and demonstrated changes within coworkers, towards being in agreement and understanding the values within an organization.<br><p>20180627</p>

This thesis concentrates on the consequences of strong commitment⁄ Engagement in contemporary work. The aim of the thesis is to Build knowledge on regeneration and development of human resources. The empirical research consists of three case studies mainly Based on interviews: two are explorative studies on four strongly Committed champions within two projects of radical reorganisation. The third Empirical study is exploring one strongly engaged champion within an extensive Business rationalisation. The two first case studies were originally set for Other research and are therefore analyzed secondarily here. The case studies indicate that the strong commitment that is needed in contemporary Work is problematic when crises arise. The commitment and energy Tend to reduce quickly in bad managed crises. In order to break an evil Circle of energy loss the manager’s support is central, and also the possibility to Learn from experiences in an acceptable climate.<br>Avhandlingen fokuserar på det starka engagemangets konsekvenser i Det samtida arbetet. Syftet är att bidra med förståelse kring engagemangets Betydelse för regenerativ utveckling av mänskliga resurser. Avhandlingen baseras på studier av fem förändringsledare och deras Tre utvecklingsprojekt. Den främsta metoden för insamling av Information var intervjuer, men även andra metoder såsom deltagande observationer Har använts. Av de fem starkt engagerade förändringsledarna som Studerats var det fyra som misslyckades att nå sina projektmål, endast en lyckades Och gick stärkt ur projektet. Två av projekten var radikala, det vill säga de Sökte bryta med befintliga värderingar och organisera arbetet efter en annan Människosyn. Studien visar på att starkt engagemang som ju ofta behövs i ett samtida Gränslöst arbete också kan vara problematiskt när krissituationer uppstår. Individens Engagemang och energi tenderar att förbrukas, istället för att återskapas Vid en illa behandlad kris. För att kunna bryta en ond cirkel av energiförbrukning Föreslås chefers stöd vara en viktig komponent, men också möjligheten Att lära från sina erfarenheter i ett tillåtande klimat.<br>QC 20100902

The study is based on a human science perspective in which we are interested in the school as a workplace for adults and work with personnel issues. The aim is to contribute with new knowledge about what conditions an employee considers important to carry out their work, and employees' experiences of working in large personnel groups. We have made a case study in a Swedish local primary school for students in lower ages, with between 60-70 employees. We conducted nine semi- structured interviews with a hand-picked selection of employees from different occupational groups in the school. The study is empirical data -driven qualitative with abductive approach. To analyze the collected datamaterial, we have used the empirical data -driven thematic analysis. From the results of the study some aspects appear clearly; employees need to be seen by his/her boss, importance of employee autonomy and employee experience of stress. Some employees feel to a greater extent than others that they are seen by their boss and have the opportunity to influence their work situation. This appears to be linked to the type of relationship the employee has to school management.

Thesis (MMil)--University of Stellenbosch, 2007.<br>ENGLISH ABSTRACT: The initial conceptual framework for transformation proposes the context (why), the content (what), and the process (how) as three dimensions of transformation that are always present. A distinction is made between external and internal triggers of transformation, and information is provided on the challenges posed by, among others, the knowledge society, globalisation, and changing market conditions that require companies to become learning organisations staffed by empowered knowledge workers. Literature study on transformation clearly shows that transformation brings about change. There are different models on transformation and this shows that there are different approaches to transformation. Ubuntu should be introduced as a way forward for the South African Military Academy (SAMA) to deal with transformation issues. Ubuntu is more concern about the wellbeing of the people and their morale during and after transformation has been implemented. Subsequently, a conceptual model for transformation is proposed in which generic elements of the “why”, “what”, and “how” dimensions are included. The SAMA model is developed to fit the scope of a conceptual model, and to be in line with what is generally proposed in the literature for organisations that want to transform in order to become market leaders and enhance long-term goals. Conclusions drawn from the ongoing SAMA transformation process are that its aims and principles are not in line with what appears to be required in creating an innovative learning organisation. With regard to the “how” of transformation, it is found that improvement is still needed to the processes to change attitudes, mindsets, and styles on the part of managers as well as employees that might inhibit empowerment and stifle creativity and innovation.<br>AFRIKAANSE OPSOMMING: Die aanvanklike konseptuele raamwerk vir transformasie stel die konteks (waarom), die inhoud (wat) en die proses (hoe) voor as drie dimensies van transformasie wat altyd teenwoordig is. Daar word ‘n onderskeid getref tussen eksterne en interne aanleidende oorsake van transformasie, en inligting word voorsien oor die uitdagings wat voortspruit uit, onder andere, die kennissamelewing, globalisering, en veranderende marktoestande wat vereis dat maatskappye leerorganisasies word met ‘n personeel van bemagtigde kenniswerkers. Uit ‘n literatuurstudie oor transformasie is dit duidelik dat transformasie verandering teweegbring. Daar is verskillende modelle van transformasie en dit toon dat daar uiteenlopende benaderings tot transformasie bestaan. Ubuntu moet ingestel word as ‘n manier waarop die Suid-Afrikaanse Militêre Akademie (SAMA) voortaan transformasie kan hanteer. Ubuntu is meer besorg oor die welstand van die mense en hulle moreel terwyl en nadat transformasie geïmplementeer is. Daar word dus ‘n transformasiemodel voorgestel waarin generiese elemente van die “waarom”-, “wat”- en “hoe”-dimensie ingesluit word. Die SAMA-model word ontwikkel om dieselfde omvang te hê as ‘n konseptuele model, en om ooreen te stem met wat algemeen in die literatuur voorgestel word vir organisasies wat wil transformeer om sodoende markleiers te word en langtermyndoelwitte te bevorder. Gevolgtrekkings wat voortspruit uit die voortgesette SAMA-transformasieproses is dat die doelwitte en beginsels nie ooreenstem met wat skynbaar vereis word om ‘n vernuwende leerorganisasie te skep nie. Ten opsigte van die “hoe” van transformasie, word bevind dat verbetering nodig is voor die prosesse verandering gaan meebring aan houdings, ingesteldhede en styl, by bestuurders sowel as werknemers, wat tans nog bemagtiging beperk en kreatiwiteit en vernuwing onderdruk.

Skapandet av en destinations image och varumärke är idag en effektiv positioneringsstrategi. Destinationer lägger fokus på att skapa en attraktiv destination och därmed leverera ett värde till besökaren. Det finns däremot färre empiriska studier om hur samarbetet på en destinationer och hur ett multi-aktörsperspektiv spelar in i att skapa en attraktiv destination och därmed ett starkt varumärke. Det leder studien in på dess forskningsfråga: Hur samarbeten på en destination kan främja destinationsvarumärket? som också kommer besvaras med underfrågor: Hur Destination Management Organisations och aktörer skapar en dynamik och samverkan för att de ska samarbeta gentemot destinationens brand identity? och Hur aktörer förhåller sig till att arbeta gentemot destinationers gemensamma mål samtidigt som de beaktar egna intressen? Syftet med studien är att undersöka hur aktörer i Kalmar samverkar för att skapa en attraktiv destination och stärka dess varumärke, samt att skapa en större förståelse för hur samarbetet fungerar för att stärka varumärket. För att besvara studiens forskningsfråga har en kvalitativ metod använts med en deduktiv ansats. Studien bygger på intervjuer med sju respondenter från områden som anses relevanta för att besvara forskningsfrågan och uppnå syftet. En tematisk analys har genomförts för att se mönster i respondenternas svar. Dessa har sedan tolkats tillsammans med teorier som leder fram till vissa slutsatser. Slutsatser som kunnat dras i studien är att samarbetet på en destination kräver en organisation, möjligen en Destination Management Organisation, som kan samordna aktörerna och främja destinationsvarumärket. Studien har även visat på aktörernas egna vinning och att de fortfarande kan ta egna intressen i beaktning och ändå arbeta för destinationens mål och enhetliga varumärke.<br>The creation of a destination image and brand is an effective positioning strategy. Destinations focuses on creating an attractive destination and thereby delivering a value to the visitor. There are, fewer empirical studies on how the collaboration on a destination and how a multi-actor perspective plays into creating an attractive destination and thus a strong brand. This leads the thesis into its research question: How collaboration at a destination can promote the destination brand? Which will also be answered with these questions: How does Destination Management Organizations and actors create a dynamic collaboration in order for them to cooperate towards the destination brand identity? and: How actors relate to working towards destinations´ common goals while considering their own interests? The purpose of the thesis is to investigate how actors in Kalmar work together to create an attractive destination and strengthen its brand, and to create an increased understanding of how the collaboration works to strengthen the brand.

The recent departure of Czech football clubs participating in the top two competitions for the newly created League of Football Association (LFA) has given rise to a number of questions. This step is generally considered to be a significant step towards emphasising the differences between the professional and amateur areas of football in our country. The goal of this dissertation was to demonstrate the differences and the similar features in the management and leadership of this type of sports organisation on the basis of practical research undertaken in two selected clubs. FC Jablonec nad Nisou from the first division served as an example of the professional sphere, while FC Loko Vltavín was selected as a representative of the amateur game. The findings were then used to compare these two kinds of clubs in relation to various aspects of their complex functioning. General principles and specific features have been drawn from this for both qualitative levels. The results have particularly demonstrated the significant influence of club economics and the competitive environment, which mutually influence and to a certain degree determine the level of all other areas which the people from the club management are involved in.

Tidigare studier inom generationsväxlingar menar på att det finns skillnader mellan generationers värderingar och vad de prioriterar. En viktig faktor av det hela är att se till vad Generation Y blir motiverade av och hur HSB Stockholm Förvaltning bör arbeta med hur det ska få denna generation att stanna inom företaget.  Studien syftar till att ge en ökad förståelse kring hur den valda fall organisationen, HSB Stockholm Förvaltning framgångsrikt ska hantera den pågående generationsväxlingen med hänsyn till hur de arbetar med incitament och motivation med syfte att medarbetare ska stanna inom organisationen. I denna kvalitativa fallstudie har intervjuer av semistrukturerad karaktär genomförts för att belysa studiens frågeställningar. Sammanfattningsvis är slutsatsen av studien att HSB Stockholm Förvaltnings arbete med incitament och motivation måste individualisera och i ännu högre utsträckning anpassas till de nya medarbetarnas behov, förutsättningar och önskemål. Organisationen bör särskilt se över Generation Y:s krav på utveckling och kompetensförsörjning. Organisationen bör även se till Generation Y:s mer påtagliga krav på företagets arbete med hållbarhet och etiska profil samt att medarbetare vill ha en större mening i sitt arbete<br>Previous studies in generational changes mean that there are differences between generations values and what they prioritize. An important factor of the whole is to make sure what Generation Y is motivated by and how, as an employer, you should work on how to make this generation stay within the company. The aim of the study is to provide a better understanding of how the chosen case organization, HSB Stockholm Förvaltning, successfully manages the current generation change, taking into account how to work with incentives and motivation with the aim of employees staying within the organization. In this qualitative case study interviews of semistructured nature have been conducted to highlight the study's questions. The conclusion of the study is that the work of incentives and motivation by HSB Stockholm property management must individualize and to an even greater extent be adapted to the needs, prerequisites and wishes of the new employees. Particular attention should be paid to Generation Y's development and competence development requirements. The organization should also ensure Generation Y's more tangible requirements for the company's work with sustainability and ethical profile and that, as a co-workers, Generation Y’s requires a greater meaning in their work life.