In recent years, the train's punctuality, Sweden's ranking in the European Railway Performance Index and the train industry's customer satisfaction have decreased. The largest and most influential players in the train industry are Trafikverket and SJ AB, which are two state-owned organizations. The low customer satisfaction in the train industry is based on SJ AB’s failure to deliver the latest traffic information in case of delay. Since Trafikverket manages the majority of the railway network and SJ AB is Sweden's largest train operator, there is a high degree of mutual dependence between them in order for each organization to be able to conduct its business. At present, there is a clear division of responsibility between these actors regarding how and where the traffic information is distributed. Where the Trafikverket is responsible for conveying all information on its website and on the signs while SJ AB is responsible for conveying information on its website and in its application, as well as via textmessage and mail communication. The processes for communication between the actors regarding delays, track changes and other changes in the journey are done manually with digital tools as support. Today, several uncertainties are experienced in these processes, based on the fact that traffic control at SJ AB currently does not receive any confirmation from Trafikverket if any changes have been made. Due to these factors, this study will investigate the flow of information between SJ traffic control and the Trafikverket’s train services. Therefore, the purpose of this thesis was to identify existing communications, more specifically information flows of traffic data, between the organizations and their passengers, along with identifying possible improvements in the information flows through digitization. The thesis also explores the change opportunities for a department with many manual processes. The study was conducted with a multi-method structure consisting of a literature study, observation study, questionnaire study, interview study and benchmarking. During the observation, questionnaire and interview study, the focus was on employees at SJ traffic control and other relevant departments at SJ AB and the benchmarking was conducted through external interviews. This led to the identification of the main reasons of mismanagement of traffic information and best practices. This was later analyzed with the help of collected theory, which then led to discussion, conclusion and recommendations to SJ AB. It’s obvious that traffic information has low status within SJ AB as well as the interorganizational alliance. This has hampered the development of internal processes related to managing traffic information and therefore the processes lack standardized procedures and structured routines. The main reasons of mismanagement of traffic information depend on the human factor and specific individuals. This is based on the fact that it was clear that both traffic controls perceived the received traffic information difficult to interpret and unstructured, this depending on who sent the information. This due to the fact that the individuals use varying expressions and internal technical language. To be able to improve and in the future automate the information flows between the actors a standardized working procedure with associated technical language is required in the industry. To establish a technical language, the status of the traffic information must be increased within the organizations and a dictionary for which expressions should be used, where all used expressions are listed and defined. Additionally, a clearer goal of the alliance is required.

Accelerating technological and social innovation drives the need for graduates ready for self-directed lifelong learning. Self-directed learning (SDL) projects are now an integral part of many formal undergraduate programs across the disciplines. A Personal Development Portfolio (PDP) based on Grow’s Iterative Staged Self-directed Learning Model was introduced into a second year Information Systems course to raise awareness of the need for SDL and enable students to drive their own learning. The study evaluates the success of the PDP in preparing graduates as self-directed lifelong learners. Students’ reflective writing and learning journals, together with submitted portfolio work was taken as evidence of success and difficulties. Resistance often accompanies the changes introduced by SDL. This research therefore also explores the potential for business change management principles in mediating change to the educational environment. Student engagement with SDL was found to be accomplished with mixed success; most students demonstrated initial resistance, while many developed into focused reflective learners over time. While students were able to define appropriate learning goals and reflect on progress and achievement, mixed ability in specifying resources, strategies and validation to support their learning was found. Creating change readiness through messaging, cooperative SDL and using adapted change management models were of use in refining the SDL process.

The study was conducted in collaboration with Volvo Cars in the spring of 2019. The study examined the leadership of workshop managers in Sweden, Spain, Italy, Brazil, Chile, Mexico, Belgium and Poland. The purpose of the study was to investigate how leadership can be developed to increase the possibilities for successful implementations of Volvo Personal Service and to investigate which parts of Lean Leadership are required for Volvo Cars to be able to run and develop the leadership of VPS workshops successfully. Selected questions for the study would generate which pitfalls could be identified in the workshop managers' leadership based on research and how Volvo Cars would develop the leadership of these workshops in order for them to be more in line with Lean Leadership. The aim of the study has been to generate a written document for Volvo Cars regarding how the company should guide or develop the existing leadership to lay the foundation for successful implementations and continued development of VPS. The thesis is based on a pilot study in which five areas of improvement were mapped to finally decide that the leadership of the workshop managers was the area of improvement that should be investigated deeper. Volvo Cars has noted that the implementation of VPS not always is successful in all workshops and wanted to investigate whether the problem could lie with the workshop managers in Volvo workshops. Case study was chosen as a research strategy for the study, since only one research unit would be investigated, that is, connect Volvo workshops and their workshop managers. The survey was conducted with a qualitative design because the research questions and chosen research strategy were supplemented with a mixed form of data collection to deliver the best possible results for the study. Personal interviews and web surveys were chosen as methods for the data collection. During the pilot study, it emerged that there was suspicion that the leadership conducted by the workshop managers is a form of command and control. The workshop managers also experienced difficulties in changing their leadership and focusing on supporting and developing leadership instead of controlling leadership. The result of the survey shows the total opposite, the workshop managers conduct a coaching leadership with a great focus on the employees' development, their own development and continuous improvements, which also are important elements of Lean Leadership. The conclusions that the study has laid the foundation for are that the workshop managers conduct a leadership that is not at all in line with what Volvo Cars predicted. The workshop managers have shown clearly that they possess characteristics that support Lean Leadership, but they have also proven that in many situations they conduct Lean Leadership and that they are fully capable of changing their own leadership. The result will mainly benefit Volvo Cars and their continued work with VPS, but other organizations in the industry can also use the study's results regarding the new leadership. / Undersökningen har genomförts i samarbete med Volvo Cars under våren år 2019. Vid undersökningen har ledarskapet hos verkstadschefer i Sverige och på marknaderna Spanien, Italien, Brasilien, Chile, Mexiko, Belgien och Polen undersökts. Undersökningens syfte var att undersöka hur ledarskapet kan utvecklas för att öka möjligheterna till lyckade implementeringar av Volvo Personal Servicesamt undersöka vilka delar av Lean Leadership som krävs för att Volvo Cars ska kunna driva och utveckla ledarskapet i VPS-verkstäder på ett framgångsrikt sätt. Valda frågeställningarför undersökningen skulle genera vilka fallgropar som gick att identifiera i verkstadschefernas ledarskap utifrån forskning samt hur Volvo Cars skulle utveckla ledarskapet hos dessa verkstäder för att de ska ligga mer i linje med Lean Leadership. Måletmed undersökningen har varit att undersökningen skulle generera i ett underlag till Volvo Cars gällande hur det ska vägleda eller utveckla det befintliga ledarskapet för att lägga grund för lyckade implementeringar och fortsatt utveckling av VPS. Examensarbetet grundar sig i en förstudie där fem förbättringsområden kartlades för att slutligen besluta om att verkstadschefernas ledarskap var det förbättringsområde som skulle undersökas djupare. VolvoCars har uppmärksammat att implementeringen av VPS inte blir lyckad i alla verkstäder och ville undersöka om problemet kunde ligga hos verkstadscheferna i anslutna Volvo-verkstäder. Fallstudie valdes som forskningsstrategi för undersökningen eftersom enbart en undersökningsenhet skulle undersökas, det vill säga ansluta Volvo-verkstäder och deras verkstadschefer. Undersökningen genomfördes med en kvalitativ design av anledningen att forskningsfrågorna och vald forskningsstrategi skulle kompletterats med en mixad form av datainsamling för att leverera bästa möjliga resultat för undersökningen. Personliga intervjuer och webbenkäter valdes som metoder för datainsamlingen. Vid förstudien framkom det att det rådde misstankar om att det ledarskap som bedrivs av verkstadscheferna är en form av kommando och kontroll. Verkstadscheferna upplevdes även ha svårigheter med att förändra sitt ledarskap och fokusera på ett supporterande och utvecklande ledarskap istället för ett kontrollerande ledarskap. Resultatetav undersökningen visar motsatsen, det vill säga att verkstadscheferna bedriver ett coachande ledarskap med stort fokus på medarbetarnas utveckling, sin egen utveckling och ständiga förbättringar vilket även visar på viktiga grunddelar i Lean Leadership. De slutsatser som studien legat till för är att verkstadscheferna bedriver ett ledarskap som inte alls ligger i linje med vad Volvo Cars förutspått. Verkstadscheferna har visat tydligt att de besitter egenskaper som stödjer Lean Leadership men de har även bevisat att de i många situationer bedriver Lean Leadership och att de är fullt kapabla till att förändra sitt egetledarskap. Resultatet kommer främst gagna Volvo Cars och deras fortsatta arbete med VPS men även andra organisationer inom verkstadsbranschen kan nyttja studiens resultat gällande det nya ledarskapet.

Försäljningsprognoser inom organisationer kan vara en komplex process där allt ifrån mänskliga uppskattningar till avancerade högteknologiska system används som metod. Dagens ökade tillgång till datamängder, förbättrad datorkraft, bättre molntjänster, fler verktyg och ökat intresse har i kombination skapat bättre förutsättningar än förut att applicera artificiell intelligens (AI) på aktiviteter som tidigare varit människostyrda. Observationen gjordes inom ett svenskt detaljhandelsföretag att organisationen inte drog nytta av AI och dess teknik. Försäljningsprognostiseringen inom bemanningsprocessen ansågs på organisationen ha utvecklingsmöjligheter, varpå studien syftade till att se hur AI kunde tillämpas på området, hur en sådan förändring kan se ut och hur olika faktorer påverkar försäljningen. Studien har genom intervjuer, litteraturstudie, dokumentobservation, datainhämtning och dataanalys undersökt syftesfrågeställningarna. Det har skett tillsammans med teori om förändringsledarskap, AI och offensiv kvalitetsutveckling. Resultatet visar på att organisationen skulle kunna tillämpa AI-metoden supervised machine learning genom att använda historiska data på faktorer som exempelvis datum, veckodag, månad, löning och högtid vilka har påverkan på arbetsvolymen. Verktyget skulle kunna ersätta dagens försäljningsprognostiseringsverktyg och hjälpa bemanningskontrollanterna i deras arbete att ge stöd åt butikscheferna i schemaläggningen. En eventuell implementering av metoden kan med fördel ske genom föreslagen aktivitetslista som upprättats utifrån olika förändringsteorier. / Sales forecasts within organizations can be a complex process where everything from human estimates to advanced high-tech systems is used as a method. Today's increased access to data, improved computer power, improved cloud services, more tools and increased interest have combined created better conditions than before to be able to apply artificial intelligence (AI) to activities that before has been human-controlled. An observation was made in a Swedish retail company who stated that they generally had not yet benefited from AI and its technology. The sales forecasting tool in the staffing process was considered by the organization to have improvement potential, whereupon this study aimed to see how AI could be applied to the area, how a change might look and how different factors affect sales. The study has through interviews, literature study, document observation, data collection and data analysis examined the purpose of this study together with theory of change management, AI and quality management. The result shows that the organization could apply the AI ​​methodology supervised machine learning by using historical data on factors such as date, weekday, month, paydays and holidays that affect the working volume. The tool could replace today's sales forecasting tool and help staffing controllers in their work to support store managers in scheduling. A possible implementation of the method may benefit through the proposed activity list established by different change management theories.

The aim of this study was to determine the impact of appreciative inquiry (AI) on the development of organisational culture after a merger. The empirical study was con-ducted among the employees of a telecommunications company in South Africa. AI was conducted after a merger of teams within a department of the organisation to assist in the development of a new and combined team culture. Interactive qualitative analysis (IQA) was used to determine the impact of AI on the new culture. The sample size for the study was 35 for the AI session and 20 for the IQA. A qualitative approach was adopted in this study in order to understand and explore the experiences of individuals who had recently been a part of the change process. The research design was based on IQA, a structured approach which constructs a systematic representation of the experience. It was found that AI allowed the teams to gain a new understanding of and insight into what it meant to work together as a unit. A significant difference was noted in the IQA facilitation that was performed six months after the AI session. This re-search therefore confirmed that the AI had a significant positive impact on the culture of the organisation under investigation. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Submitted by Mariana Dornelles Vargas (marianadv) on 2015-05-28T19:38:08Z No. of bitstreams: 1 analise_processo.pdf: 4833608 bytes, checksum: 44324b393958b01c87ee362f1bf51872 (MD5) / Made available in DSpace on 2015-05-28T19:38:08Z (GMT). No. of bitstreams: 1 analise_processo.pdf: 4833608 bytes, checksum: 44324b393958b01c87ee362f1bf51872 (MD5) Previous issue date: 2011 / Nenhuma / Este trabalho aborda um estudo de caso efetuado em uma empresa multinacional, do ramo metal mecânico, fabricante de equipamentos de bens de capital destinados à construção e à pavimentação de rodovias. A pesquisa consiste em analisar a condução do processo de desenvolvimento de novos produtos - DNP -, identificar as lacunas e propor melhorias para aumentar a sua eficiência e eficácia. O incremento de eficiência e eficácia permite às empresas a busca pela vantagem competitiva no mercado em que atuam por: i) redução de desperdícios, de custos no produto e processo, e de tempo de lançamento do produto, sendo mais rápido do que o da concorrência; e ii) incremento de tecnologia e maturidade no desenvolvimento de novos produtos. Para que fosse possível avaliar o processo de DNP, estabeleceu-se uma estrutura hierárquica que norteia o referencial teórico apresentado, subdividida em projeto e produto. Com relação a projetos, aborda-se a importância do gerenciamento de projetos organizacional, estabelecendo-se a inter-relação entre gerenciamento de projetos, gestão da mudança e aprendizado organizacional. Com relação a produtos, aborda-se o referencial teórico sobre processos de desenvolvimento de produtos, cujas principais características são apresentadas, bem como sua evolução, desde o processo sequencial até os processos contemporâneos. Esse referencial teórico é de suma importância no estudo deste caso para que seja efetuado o diagnóstico do estado atual do processo de DNP, identificar as lacunas e a fragilidade desse processo, além de propor melhorias para o estado futuro. O método de pesquisa utilizado consiste de pesquisa qualitativa, representada pela aplicação de questionários com perguntas objetivas e descritivas, e execução de reuniões de grupo de foco e observação direta. O período de análise do processo ocorreu entre julho de 2007 e dezembro de 2010. A coleta de dados da pesquisa foi realizada entre julho e dezembro de 2010. Como conclusão, foram evidenciadas 18 oportunidades de melhorias de dimensão estratégica, tácita e operacional, e identificadas 8 perdas no fluxo do processo de DNP. Foram apresentadas sugestões de melhorias para aumento de eficiência e eficicácia no processo. / This paper discusses a case study carried out in a multinational company, industry, metal mechanic, a maker of equipment for capital goods for construction and road paving. It is to examine how it is being conducted the process of new product development, NPD, identify gaps and propose improvements to increase efficiency and effectiveness of that. Increased efficiency and effectiveness of this process allows companies to seek competitive advantage in working for 1) reduction, waste, product and process costs, reduced time for product launch, this faster than the competition, and 2) an increase of technology and maturity in developing new products. To enable it to evaluate a NPD process established a hierarchical structure that guides the theoretical framework presented. This is divided into project and product. With regard to projects is discussed the importance of project management organization which establishes the interrelation between project management, change management and organizational learning. With regard to products is discussed on the theoretical development processes of products, which are arepsentadas their main characteristics and evolution from the sequential processes to contemporary. This important theoretical contribution in the case study to make the diagnosis of the current state of the NPD process, this being identified gaps and weaknesses and propose improvements to the future state. The research methodology consists of qualitative research through the application of questionnaires with objective and descriptive exedcução of focus group meetings and direct observation. The period of analysis of the process is considered from July 2007 to December 2010. The implementation of the research was conducted between July 2010 to December 2010 to collect data. As a conclusion were found 18 opportunities for improvement with a strategic dimension, tacit and operational, identified the eight losses in the flow of the companys NPD process and made suggestions for improvements aimed at increasing their efficiency and effectiveness.

No description available.

Text in English / The field of neuroscience is increasingly gaining exposure in the leadership domain, where it is now beginning to contribute to research and development. In this study an exploratory investigation of leadership development was undertaken with four primary aims. Firstly, to find out whether exposing participants in managerial positions to cognitive neuroscience knowledge contributes to their development as leaders. Secondly, to explore and illuminate the underlying processes that support such behavioural change. Thirdly, to investigate how behaviour changes in leaders exposed to social cognitive neuroscience knowledge are manifested within an organisational setting. Fourthly, to determine what the perceived impact on the leaders and others are regarding such behaviour changes in a specific organisational context, namely a retail environment. In the study, leaders were exposed to a social cognitive neuroscience workshop over a 5-month period. They were provided with foundational knowledge of social cognitive neuroscience in workshops with two objectives. Firstly, the workshops were intended to enhance their understanding of the brain and cognitive systems underlying thinking and behaviour of the self and others. Secondly, in the workshops the complex interaction between brain systems and subsystems such as the executive and emotional systems were shown to mirror, in a metaphorical way, some of the complex interactions between structures in business organisations. Semi-structured interviews were conducted with a purposive sample of 16 participants, as well as with some their line managers and direct reports. Data were qualitatively analysed by means of content analysis. Findings support the view that gaining social cognitive neuroscience knowledge led to increased self-awareness and an understanding of others. Implicit behavioural change resulted from cognitive and affective changes. Explicit behaviour changes were the result of conscious choice and were supported by both personal and organisational motivational drives. Leaders made behaviour changes at both personal and interactive levels based on their understanding of social cognitive neuroscience. Behaviour changes related to increased emotional regulation, a change in leadership style, an inclusive communication style, cultivating relationships, recognition strategies and strengthening trust. The implemented behaviour changes had a positive impact on participants and their direct reports and related mostly to positive affective changes, growth and development, improved relationships, personal effectiveness and team dynamics. / Psychology / D. Phil. (Consulting Psychology)

Change management is a highly researched topic. With industry changing at record speed, it is inevitable that corporations will engage in a change management endeavor. As humans innately resist change at first exposure, corporations strive to acquire knowledge in adoption. It may not be enough to understand status quo proponents, but rather their underlying long-standing belief systems which may be affecting how they view change. What makes an employee resist corporate change? Most studies conclude that humans will resist innately. This research dives into the unique environment of the equine industry to uncover how long-standing belief systems contribute to adoption or resistance. The motivation for this research began with a fascination with long-standing belief systems within the equine industry. The unique environment of the equine industry is steeped in centuries of tradition, and while housing long-standing belief systems that are time-tested and passed down from generation to generation, in most cases, without awareness. The industry is currently experiencing a phenomenon that has never taken place: a change is occurring that is positioning two equine factions, natural and traditional, against each other in opposing viewpoints. Some view this change as the start of a paradigm shift; others view it as a fad. The nature of natural horsemanship is now up for debate. The study was conducted by using qualitative data collection in a semi-structured format. Forty-one (41) equine leaders in natural and traditional hoof care and horsemanship were recorded in over 30 hours of data. The interview model included not only the industry leaders proposing or resisting change but also the professionals in the industry working in the field, experiencing the conflict first hand. The research presented revealed an interesting finding. Although 61 codes were identified, a specific area within the study revealed a “hybrid” group of codes amongst the traditional horsemen in hoof care and horsemanship. Leaders who are advocating for the status quo showed levels of natural adoption that was unexpected. The research pivoted to the areas of traditional resistors and traditional adopters. The main objective is to decipher why some members of the industry are adopting while others are resisting. As adoption is the main objective for change management, uncovering the reasons for resisting seemed to dictate the data more prevalently. From this research, it can be deduced that there is significant evidence to support the findings that people who resist change may have these characteristics or traits in their belief system: Strong traditional beliefs such as culture and history, honor-driven, strong religious ties, defensive by nature, communicate well, believe safe, minimal adaptation (innovation), and consider themselves to be trustworthy and responsible, are people-oriented and outgoing. According to this research, people with those traits and characteristics are more apt to resist change and may be a potential problem when instituting change in an organization. This research points towards the significant evidence to support the findings that people who resist change may have these characteristics or traits in their belief system: Frustration in industry or a sense of apathy, open-mindedness or flexibility, vulnerability, communicate well, family ties, controlling and shows hero tendencies. Not many other industries can report that it has remained unchanged over time, even in the face of industrial revolution, war, and domestication. However, in the past 20 years, the equine industry has been divided through a new belief system that is challenging these time-tested traditions and beliefs regarding hoof care and horsemanship. The natural horse viewpoint has created an opposing faction to the traditional belief system that governed horse care and welfare since the dawn of time. The qualitative data that was gathered for this research allows for the synthesis of the proposed paradigm shift and opposing force analysis. Although not a true paradigm shift to date, these two factions, natural and traditional, are dividing the industry in two. Not a more perfect scenario could be present to study long-standing belief systems in relation to adoption and resistance to change. The Hybrid Adaptation Model was formed from the qualitative data provided by 41 industry experts through the grounded theory method. This model can be used to navigate through the change management process. This research revealed a theory that adaptation must occur prior to adoption and partial adoption may cause a “hybrid” sector.

本研究主要探討日本綜合商社，在面對產業經營環境衝擊下之組織變革因應之道，並選取與台灣電子產業發展關係密切的兼松集團之電子事業為研究探討對象。期以兼松組織變革活化成功的個案，做為台灣企業面臨變革轉型的一參考借鏡。 　　在不景氣的經濟大環境下，商社的價值已改變，且已不再有像以往每年持續成長的榮景，本研究旨在探討兼松電子變革因應之新思維與變革執行之具體做法。兼松在面對變局之際，為使企業保有持續成長之優勢，特採選擇與集中之新思維重整領域。針對現有架構檢討，擬定改革方針並採取最有效的目標管理，具體落實地結合績效考評，因而順利地成功轉型。變革成功經驗，他山之石或可攻錯。兼松轉型活化成功的變革策略，對台灣地區面對成長瓶頸的大型企業，如何藉由結合核心能耐，跨入新興事業領域？或可做為企業經營上之參考借鏡。 　　變革要能有效進行，任何變革策略、改造流程或提昇品質的方法，都必須妥善處理以排除變革的障礙。科特(Kotter)所提成功轉型的八大步驟：1.建立危機意識；2.成立領導團隊；3.提出願景；4.溝通願景；5.授權員工參與；6.創造近程戰果；7.鞏固戰果並再接再厲；8.讓新做法深植企業文化中，很具體的勾勒出變革策略新思維、結構調整與變革執行之做法。本研究發現兼松在落實推動變革執行之後，已成功地變革轉型為：從資訊型物流仲介者到知識型通路整合者；結合核心能耐跨入新興領域；從事業部結構到社內子會社。 　　綜合本研究探討，從兼松的轉型變革成功個案帶給台灣的啟示是：企業唯有經由重新定義的變革再思維，朝相關核心能耐做創新求變，並將變革思維、策略與結構調整三者緊密結合執行，以及培育持續變革的組織文化，才能確保變革轉型成功。 / This research studies the organization restructure in Japanese enterprise while facing the severe impact on business environmental changes. Kanematsu is selected as the research object because of the close business development relationship with Taiwanese electronic industry. The successful rejuvenation of Kanematsu by restructuring the organization can be a typical benchmark for Taiwan in transformation. 　　Under the long time economic recession, the value of the enterprise has been changed, and no more creating the continuous prosperity as usual. This research studies the practical approach that Kanematsu took to execute the transformation of structure through rethinking methodology of change management. By adopting the strategic rethinking of selection and focus, Kanematsu redefined the business to assure the continuous growth for enhancing enterprise's competence toward the changes. Kanematsu's successful transformation experience by implementing restructuring strategy can be a model for Taiwanese enterprise in facing the bottle neck of growth in order to leap into a new business field by integrated the core competence. 　　Kotter's eight steps of transformation: 1. Establish a sense of urgency, 2. Form a powerful guiding coalition, 3. Create a vision, 4. Communicate the change vision, 5. Empower employees for broad-based action, 6. Generate short-term wins, 7. Consolidate gains and producing more change, 8. Anchor new approaches in the culture, specifically outlines the ways of change management's strategic rethinking, re-structuring and executing corporate transformation. Some findings of this research exposure that through practical implementing and executing the transformation, Kanematsu successfully transformed from IT intermediator to informediator; leaped into a new era by congregating the core competency; and transformed from departmental structure to internal subsidiary. 　　What this research reveals can be an inspiration to Taiwanese enterprise in transformation. Only through the rethinking to redefine the business, restructuring to enhance the core competence, executing concurrent transformation thoroughly, and then building up the corporate culture of pursuing the advantage of managing the endless change can lead to successful transformation.