Vårt syfte med denna studie är att undersöka organisationskulturen på Getinge Sterilization AB för att se om det förekommer skillnader i grundläggande antaganden för arbetarna, tjänstemännen och ledningen d.v.s. om det skiljer sig åt avseende deras uppfattning om sin vardagsverklighet, vilka dessa skillnader är och varför de uppstår. Vi vill även förstå hur dessa skillnader kan påverka organisationers möjlighet till framgång. Vi har tillämpat en kvalitativ ansats i syfte att nå en djupare förståelse för hur informanterna uppfattar organisationskulturen på fallföretaget. För att nå en sådan förståelse har vi sammanlagt gjort 12 semistrukturerade intervjuer med elva olika personer samt tre observationer. Vi har även granskat olika interna och externa dokument. Vi har valt ett abduktivt förhållningssätt i vår undersökningsprocess. Genom hela forskningsprocessen har vi använt en kartläggningsmodell (Scheins trefaktormodell) och vid analysstadiet har denna använts som ett verktyg för att bearbeta den insamlade datan. Vi har funnit att arbetarnivån uppvisar några unika drag i organisationskulturen som till viss del delas av tjänstemannanivån medan ledningen uppvisar en relativt ordinär ledningskultur. Detta innebär att det finns tydliga skillnader i grundläggande antaganden mellan de olika nivåerna i företaget. De tydligaste skillnaderna finns mellan arbetarnivån och ledningsnivån med tjänstemannanivån ofta någonstans emellan. Skillnaderna beror troligtvis på att arbetarna, tjänstemännen och ledningen har olika vardagsverkligheter att förhålla sig till. Dessa skillnader kan medföra problem i framtida förändringsarbete när företaget behöver anpassa rådande organisationskultur till mer moderna omständigheter. Organisationskultur, vardagsverklighet, grundläggande antaganden, subgrupper, kvalitativ. / The aim of this study is to examine the organizational culture at Getinge Sterilization AB to see if there were differences in the basic assumptions for the workers, the clerical staff and the management, that is; Is there a difference regarding their everyday reality? What are these differences and why do they occur? We also want to understand how these differences affect the company’s ability to succeed. We have applied a qualitative approach in order to reach a deeper understanding of how respondents perceive the organizational culture at Getinge Sterilization AB. To reach such an understanding, we have made a total of 12 semistructured interviews with eleven different people. We have also conducted three observations. Finally we studied various internal and external documents. We have chosen an abductive approach in our research process. Throughout the research process, we used a mapping model (Schein’s three factor-model) and at the analysis stage has this been used as a tool to process the gathered data. Our findings shows that the working level exhibits some unique features in the organizational culture, which to some extent is shared by the clerical staff-level while the management show a relatively ordinary management culture. This concludes that there are clear differences in the basic assumptions between the different levels in the organization. The most obvious differences exists between the working level and the management level with the clerical staff-level somewhere in between. The differences likely occur because workers, clerical staff and management relate to different everyday realities. This differences can cause problems in future organizational change processes when the company needs to adapt the existing organizational culture to more modern circumstances. Organizational culture, everyday reality, basic assumptions, subgroups, qualitative.

This research explored the systems psycho-dynamics or group dynamics manifesting in meetings of a self-managed group within a bank. It also investigated the influence of these dynamics on the group's intra- and intergroup relationships.. The literature review explored the dynamics manifesting in groups in general, and reviewed relevant research that has been conducted. A qualitative study explored how these dynamics are manifesting in this group and how they are influencing the intra- and intergroup relationships. The results indicate that there are complex system psycho-dynamics manifesting in this self-managed group. They are influencing its intra- and intergroup relationships and rendering the group less effective in terms of its achieving its primary task. / Industrial and Organisational Psychology / MA (Industrial and Organisational Psychology)

This research explored the systems psycho-dynamics or group dynamics manifesting in meetings of a self-managed group within a bank. It also investigated the influence of these dynamics on the group's intra- and intergroup relationships.. The literature review explored the dynamics manifesting in groups in general, and reviewed relevant research that has been conducted. A qualitative study explored how these dynamics are manifesting in this group and how they are influencing the intra- and intergroup relationships. The results indicate that there are complex system psycho-dynamics manifesting in this self-managed group. They are influencing its intra- and intergroup relationships and rendering the group less effective in terms of its achieving its primary task. / Industrial and Organisational Psychology / MA (Industrial and Organisational Psychology)

The focus of this study was the unconscious dynamics in the consultant-client relationship as industrial and organisational psychologists seek to achieve change in client organisational systems. Twelve psychodynamic themes were used to interpret a journal maintained by the consultant throughout one consulting assignment, in an effort to understand the unconscious processes influencing the effectiveness of the consulting relationship. Analysis found that the client system imported the consultant to carry nurturing and healing on behalf of the system, but projected onto and into him the confusion, pain, hostility and incompetence in the system, stripped him of authority and manipulated him out of his role as change agent. The consultant unconsciously accepted the projections, failed to contain the system’s anxiety, gravitated towards the paranoid-schizoid position and was unable to effect meaningful change. Recommendations where made for the use of this form of psychodynamic analysis as a self-evaluative tool in the consulting context. / Industrial and Organisational Psychology / M.A.

The daunting challenge that faces South African business is to redress the inequalities of past discrimination and to develop to its maximum the potential of every team member while remaining competitive. Some of the key challenges include creating a supportive and attractive work environment that's inclusive of diversity, staff retention and an organisational culture that will leverage diversity. The case study organisation faced similar challenges. In order to understand the dynamics a diversity workshop was designed and consulted from a systems psychodynamic paradigm. The primary task of the Diversity Workshop was to provide opportunities for members to study and learn about intrapersonal, interpersonal and inter group relationships in relation to diversity behaviour in the workplace. 50 participants attended the workshop and 22 participants completed the questionnaire. The content was analysed and themes from a psychodynamic stance identified. The overall objective of the workshop was met as it made unconscious behaviour visible, allowed participants to reflect, facilitated dialogue and enabled transfer of learning to the workplace. This approach allowed groups to move from basic assumptions to task oriented behaviour. / Industrial and Organisational Psychology / M. Com. (Industrial Psychology)

The focus of this study was the unconscious dynamics in the consultant-client relationship as industrial and organisational psychologists seek to achieve change in client organisational systems. Twelve psychodynamic themes were used to interpret a journal maintained by the consultant throughout one consulting assignment, in an effort to understand the unconscious processes influencing the effectiveness of the consulting relationship. Analysis found that the client system imported the consultant to carry nurturing and healing on behalf of the system, but projected onto and into him the confusion, pain, hostility and incompetence in the system, stripped him of authority and manipulated him out of his role as change agent. The consultant unconsciously accepted the projections, failed to contain the system’s anxiety, gravitated towards the paranoid-schizoid position and was unable to effect meaningful change. Recommendations where made for the use of this form of psychodynamic analysis as a self-evaluative tool in the consulting context. / Industrial and Organisational Psychology / M.A.

The daunting challenge that faces South African business is to redress the inequalities of past discrimination and to develop to its maximum the potential of every team member while remaining competitive. Some of the key challenges include creating a supportive and attractive work environment that's inclusive of diversity, staff retention and an organisational culture that will leverage diversity. The case study organisation faced similar challenges. In order to understand the dynamics a diversity workshop was designed and consulted from a systems psychodynamic paradigm. The primary task of the Diversity Workshop was to provide opportunities for members to study and learn about intrapersonal, interpersonal and inter group relationships in relation to diversity behaviour in the workplace. 50 participants attended the workshop and 22 participants completed the questionnaire. The content was analysed and themes from a psychodynamic stance identified. The overall objective of the workshop was met as it made unconscious behaviour visible, allowed participants to reflect, facilitated dialogue and enabled transfer of learning to the workplace. This approach allowed groups to move from basic assumptions to task oriented behaviour. / Industrial and Organisational Psychology / M. Com. (Industrial Psychology)

D. Admin. (Public Administration)

D. Admin. (Public Administration)