Traditionellt har förändringsprojekt utförts av personer med rollen som projektledare. Idag finns dock en trend bland organisationer att för större och mer komplexa interna förändringsprojekt anlita både en projektledare och en eller flera förändringsledare. Forskare har under det senaste decenniet ställt frågor om vem som egentligen bör leda förändringsprocesser och vem som har rätt kompetens. Flera av dem menar att projektledaren inte ensam bör leda större förändringsprojekt och att förändringsledaren har en eller flera viktiga roller i förändringsprocessen. Det finns inte någon tydlig bild av hur projektledare och förändringsledare i interna förändringsprojekt kompletterar varandra. I den här studien ställer vi oss frågan varför organisationer väljer att anlita både en projektledare och en förändringsledare. För att få svar på den övergripande frågan har vi studerat rollfördelningen, och vidare vilka aktiviteter som projektledaren respektive förändringsledaren förväntas utföra samt vilka kompetenser som förväntas finnas hos projektledaren respektive förändringsledaren. För studien har vi tillämpat en kvalitativ metod. För att få ett brett underlag och data från andra branscher än IT (vilka delvis har studerats tidigare utifrån liknande frågeställningar) har sju respondenter valts ut. Organisationerna återfinns i en myndighet, en kommun, ett regionförbund, och privata näringslivet inom flyg, försäkring, bank och finans samt telekommunikation. Intervjuerna har genomförts med öppna frågor som har relativt hög grad av standardisering och en låg grad av strukturering. Data har bearbetats och kategoriserats utifrån frågeställningarna. Resultaten har sedan analyserats och jämförts med tidigare forskning. Studien visar att förändringsledaren har en annan roll än projektledaren. Den visar också att organisationer i allmänhet upplever att det behövs minst två personer för att nå bra resultat i förändringsprocessen och att dessa gärna ska ges möjlighet att fokusera på olika faser i projektet. Organisationer som anlitat både en projektledare och en förändringsledare förväntar sig olika kompetenser hos dessa och att de ska utföra olika och kompletterande aktiviteter. Framförallt tänker man sig att de tillsammans ska bära och stötta varandra, och att projektledare och förändringsledare var och en för sig ska få möjlighet att fokusera på det de har bäst kompetens för. Projektledaren har därför främst ansvar för planering och budgetering och förändringsledaren har främst ansvar för medarbetarperspektivet och andra mjuka värden. Studien visar dessutom att de förändringsledare som organisationen väljer ut ofta internrekryteras och att de förväntas ha goda kunskaper om verksamheten. / Traditionally Project Managers have been responsible for managing organisational change projects. However, a growing number of organisations today use both a Project Manager and a Change Manager in order to manage large and complex organisational change projects. The questions researchers have asked over the last decade are: Who should have the leading role in managing change; and who have got the right skills to manage change projects. Several researchers suggest that a Project Manager should not manage large change projects alone and that a Change Manager plays at least one key role when it comes to managing change projects. In this study, we focus on why organisations choose to use both a Project Manager and a Change Manager. To answer this we have studied the roles and the activities that a Project Manager and a Change Manager is expected to perform when managing organisational change initiatives. We have also studied what are the expected competencies. For this thesis we have applied a qualitative research method. In order to collect a variety of data and also data from industries other than the IT (part of which has been studied previously with similar questions), seven respondents were selected. The organisations represent an authority, a municipality, a regional federation, and private sectors of aviation, insurance, banking and finance and telecommunications. We conducted the interviews with open-ended questions with a relatively high degree of standardization and a low degree of structuring. Data was processed and categorized on the basis of the questions. The results were then analysed and compared with conclusions of previous research. The conclusion is that the role of the Change Manager is very different from that of the Project Manager and that organisations in general feel that it takes a combination of both to achieve good results in change projects. Also they should be given the opportunity to focus on different phases of the project. Organisations that engage both a Project Manager and a Change Manager expect these to have different skills and competencies in order to be able to perform different and complementary activities. It is suggested that together they will manage the change project initiative supporting each other and that they will be able to focus on activities that they have the best capacity to perform. In this study the Project Manager is more often primarily responsible for planning and financial aspects, and the Change Manager is primarily responsible for handling the employees’ perspective and a human resource management approach. The study also shows that the Change Manager chosen by the organisation is frequently recruited internally and is expected to have thorough knowledge of the daily work activities.

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The comparative method of variationist sociolinguistics has demonstrated that frequency changes are not reliable determinants of whether grammatical change is taking place. Frequency changes can be the result of extra-linguistic register changes, changes within the underlying grammar, or a combination (Szmrecsanyi, 2011; Tagliamonte, 2002). This work examines two variables known to vary along the written-to-spoken continuum — relative clause pronouns, and the genitive construction — across three registers of English and 100 years, with the goal of furthering our understanding of the relationship between spoken and written language. The s-genitive (i.e. Canada's government vs. the government of Canada) is on the rise in the 20th century (Hinrichs and Szmrecsanyi, 2007; Rosenbach, 2007). Statistical modeling confirms the press register leads this increase — a register change. Examination of internal linguistic constraints over time indicates simultaneous grammatical change, with the s–genitive increasing with certain inanimate subtypes. The WH-forms (who, which) of the relative pronouns have become increasingly restricted to written registers (e.g. Romaine, 1982; Tottie, 1997), leaving that as the variant used most for subject function in vernacular speech (D'Arcy and Tagliamonte 2010). Although who continues to be used for animates, which is shown to have lost any grammatical conditioning that it once had and to be undergoing lexical replacement by that for non-human subject antecedents. Unlike the genitives, though, examination of internal linguistic factors reveals no evidence of grammatical change. The methodology employed here provides a way to tease apart grammatical change from register change, with register-internal change shown to be a motivating factor in change from above. While the vernacular is ''the most systematic data for our analysis of linguistic structure'' (Labov, 1972a:208), it is not necessarily the most innovative, nor is it always the locus of change. With that in mind, this work provides a model of language change that integrates change across speech and writing.

Title: Change Communication within organizations – How perceptions differ between managers and employees in an organizational change Author: Emma Ender & Fanny Tesch Tutor: Anne-Marie Morhed Purpose: The purpose of this thesis was to study and compare different perceptions of change communication between managers and employees within two smaller organizations. We wanted to examine how the communication process within the change was carried out. We also aimed to compare the results with change communication models of Johansson & Heide (2008) and Lewin (1951), and also existing concepts, to see if our result differed from earlier research. Our key questions to answer were: How do managers communicate a change to the employees in two smaller companies? How do the managers think that the employees perceive the information about the change? How do the employees perceive the information about the change? How does change models from previous research correspond to, or differ from the change process? Method/Material: The material used in this thesis consists of a total of twelve interviews with both managers and employees at two small companies. Main results: The main results shows that communicating a change is complex, and that it is difficult to create models and theories for the phenomenon, as each change is unique. The main results further show that employees and managers have different views regarding change communication. The managers believe the change communication turned out well while the employees required more information afterwards. Although some of the employees already knew about the change there was a small spread of rumours and anxiety among the employees over all. The managers thought a few of the employees might have sensed that something was going to happen. Number of pages: 55 Course: Media and Communication studies C University: Division of Media and Communication, Department of Information Science, Uppsala University Period: Fall 2013 Keywords: Communication, Internal communication, Change Communication, Change, Organizational Change, Perception, managers, employees.

The comparative method of variationist sociolinguistics has demonstrated that frequency changes are not reliable determinants of whether grammatical change is taking place. Frequency changes can be the result of extra-linguistic register changes, changes within the underlying grammar, or a combination (Szmrecsanyi, 2011; Tagliamonte, 2002). This work examines two variables known to vary along the written-to-spoken continuum — relative clause pronouns, and the genitive construction — across three registers of English and 100 years, with the goal of furthering our understanding of the relationship between spoken and written language. The s-genitive (i.e. Canada's government vs. the government of Canada) is on the rise in the 20th century (Hinrichs and Szmrecsanyi, 2007; Rosenbach, 2007). Statistical modeling confirms the press register leads this increase — a register change. Examination of internal linguistic constraints over time indicates simultaneous grammatical change, with the s–genitive increasing with certain inanimate subtypes. The WH-forms (who, which) of the relative pronouns have become increasingly restricted to written registers (e.g. Romaine, 1982; Tottie, 1997), leaving that as the variant used most for subject function in vernacular speech (D'Arcy and Tagliamonte 2010). Although who continues to be used for animates, which is shown to have lost any grammatical conditioning that it once had and to be undergoing lexical replacement by that for non-human subject antecedents. Unlike the genitives, though, examination of internal linguistic factors reveals no evidence of grammatical change. The methodology employed here provides a way to tease apart grammatical change from register change, with register-internal change shown to be a motivating factor in change from above. While the vernacular is ''the most systematic data for our analysis of linguistic structure'' (Labov, 1972a:208), it is not necessarily the most innovative, nor is it always the locus of change. With that in mind, this work provides a model of language change that integrates change across speech and writing.

Nutzer bei der Entwicklung und Gestaltung neuer Produkte oder Dienstleistungen zu integrieren, wird seit einigen Jahren unter dem Begriff „Open Innovation“ diskutiert und ist für viele Unternehmen heutzutage selbstverständlich. Ob und wie diese offenen Innovationsprozesse in wissenschaftlichen Organisationen einsetzbar sind, ist bisher wenig erforscht. Dieser Beitrag erläutert am Fallbeispiel eines Lehrstuhls, wie Open Innovation im Rahmen einer strategischen Neuaufstellung eingesetzt werden kann. In vier Phasen erarbeiten die Mitarbeiter auf einer offenen Innovationsplattform die zukünftige Ausrichtung des Lehrstuhls.

The aim of this study was to determine the impact of feedback on organisational culture change. The empirical study was conducted among the employees of a financial institution in South Africa by means of a one-group Pre-test-Post-test design using the Corporate Culture Lite Questionnaire. The sample size for the pre-test and post-test measurement was 1584 and 927 employees respectively. A total of 203 feedback sessions were facilitated in five business units after the pre-test measurement according to the survey feedback approach. The data of the two measurements were compared using independent t-tests and p-values, to determine any areas of statistical and practical significant differences. The results indicate that in one of the five business units there was a practical significant difference between the two measurements of organisational culture on ten of the dimensions. This research therefore confirms that feedback has a limited impact on organisational culture change. / Industrial and Organisational Psychology / M. Comm. (Industrial Psychology)

A gerência adequada de recursos e serviços de Tecnologia da Informação (TI) se tornou imperativa para o sucesso de organizações modernas. A Biblioteca de Infraestrutura de Tecnologia da Informação (Information Technology Infrastructure Library, ITIL) representa, nesse contexto, o framework mais popular para ajudar a alcançar esse fim. Para lidar com mudanças em TI, a ITIL define o processo de gerência de mudanças (change management), cujo principal objetivo é garantir que métodos e procedimentos padronizados são utilizados para o tratamento imediato e eficiente dessas mudanças. Para alcançar esse objetivo, é fundamental reutilizar a experiência adquirida com mudanças passadas no projeto de requisições futuras. A ITIL sugere o uso de modelos de mudanças (change models) como uma forma para permitir o reuso de tal experiência em mudanças recorrentes e similares. A criação de modelos de mudanças pode ser concretizada considerando duas abordagens distintas. Em uma abordagem top-down, operadores de TI podem projetar os modelos manualmente, com base no conhecimento adquirido no passado. Em uma perspectiva alternativa, bottom-up, esses modelos poderiam ser extraídos a partir de traços de mudanças passadas obtidos com orquestradores de mudanças. Na prática, no entanto, mudanças tem sido geralmente descritas e documentadas de forma ad hoc, devido `a falta de mecanismos adequados para apoiar o projeto das mesmas. Isso impede que o conhecimento adquirido na especificação, planejamento e condução de mudanças passadas seja reutilizado em requisições futuras. Para abordar esse problema, nesta dissertação são propostos (i ) o conceito de templates de mudança como um mecanismo para formalizar, preservar, e (re)usar conhecimento na especificação de mudanças recorrentes e similares, (ii ) um algoritmo para o refinamento automatizado de planos de mudanças em workflows executáveis, (iii ) um mecanismo para extrair templates de mudanças a partir de traços de execuções passadas, e (iv) uma solução fim-a-fim, apoiada por um sistema real, para permitir o planejamento e implantação de mudanças em TI. Para provar conceito e viabilidade técnica da solução proposta, foi realizada uma implementação prototípica de um sistema de gerência de mudanças chamado ChangeLedge, o qual foi utilizado para conduzir uma série de experimentos considerando mudanças típicas em TI. Os resultados alcançados indicam a efetividade da solução e eficiência do sistema, o qual é capaz de gerar planos de mudança executáveis e corretos em um período de tempo substancialmente menor que o que seria gasto por um operador humano experiente, e de extrair templates que descrevem com acurácia mudanças passadas executadas na organização. / Proper management of Information Technology (IT) resources and services has become imperative for the success of modern organizations. The IT Infrastructure Library (ITIL) represents, in this context, the most widely accepted framework to help achieve this end. In order to deal with IT changes, ITIL defines the change management process, whose main goal is to ensure that standardized methods and procedures are used for the efficient and prompt handling of these changes. To meet this goal, it is of paramount importance reusing the experience acquired from previous changes in the design of subsequent ones. ITIL suggests the use of change models as a mean of enabling the reuse of such experience across recorrent, similar changes. The creation of change models can be done considering two distinct approaches. In a top-down approach, IT operators may manually design models based on the knowledge owned/acquired in the past. In contrast, in a bottom-up perspective, these models could be discovered from past execution traces gathered from IT provisioning tools. In practice, however, changes have been usually described and documented in an ad hoc fashion, due to the lack of proper mechanisms to both support the change design process. This hampers knowledge acquired when specifying, planning, and carrying out previous changes to be reused in subsequent requests. To address this problem, in this thesis we propose (i ) the concept of change templates as a mechanism to formalize, preserve, and (re)use knowledge in the specification of (recurrent and similar) IT changes, (ii ) an algorithm for the automated refinement of change plans into actionable workflows, (iii ) a mechanism to discover change templates from traces of past changes, and (iv) an end-to-end solution, supported by a real system, to allow planning and implementation of IT changes to be designed and executed. To prove concept and technical feasibility of the proposed solution, we have developed a prototypical implementation of a change management system called ChangeLedge and used it to carry out a set of experiments, considering typical IT changes. The results obtained indicate the effectiveness of the solution and efficiency of the system, which is able to generate accurate and actionable change plans in substantially less time than would be spent by a skilled human operator, and to extract templates that accurately describe IT change procedures previously executed in the organization.

166 p. / Submitted by Santiago Fabio (fabio.ssantiago@hotmail.com) on 2012-12-19T17:50:09Z No. of bitstreams: 1 11.pdf: 1881060 bytes, checksum: c1c555cab7a10a96442c3c9da4bf8aa5 (MD5) / Made available in DSpace on 2012-12-19T17:50:09Z (GMT). No. of bitstreams: 1 11.pdf: 1881060 bytes, checksum: c1c555cab7a10a96442c3c9da4bf8aa5 (MD5) Previous issue date: 2010 / Esta pesquisa teve como objetivo compreender o impacto para a modernização administrativa da Polícia Militar da Bahia (PMBA) e qual a receptividade, dos atores envolvidos, decorrente da reforma que cria os Núcleos de Gestão Administrativa e Financeira (NUGAF). Esta mudança acarreta transformações não apenas no aspecto formal, mas também nas relações de poder e de confiança, pois altera parcialmente a cultura dominante na Corporação. Para tanto, protagonizou-se a observação direta sobre a realidade concreta e das relações de trabalho que ocorrem nos NUGAF e entre eles e as Unidades Operacionais (UOp). Também são aplicados à população finita composta de 51 Comandantes e Ex-Comandantes das UOp vinculadas aos NUGAF, questionários estruturados com questões fechadas numa escala tipo Likert, assim como, são realizadas entrevistas semi-estruturadas com pessoas relevantes nesse processo. Os dados resultantes da observação direta e das entrevistas são tratados qualitativamente a partir dos referenciais teóricos e da percepção e vivência deste pesquisador, que na condição de oficial superior da PMBA, teve a oportunidade de conviver, desde a implantação, com o objeto da pesquisa. Os dados oriundos do questionário estruturado recebem tratamento quantitativo de estatística descritiva, com o uso da técnica de análise multivariada para buscar o estabelecimento de correlações entre as variáveis, realizando agrupamentos sempre que pertinente com utilização da análise fatorial. Foram identificados cinco fatores, porém dois foram desprezados em razão da difícil caracterização. A caracterização dos outros três se mostraram aderentes com as análises qualitativas e da estatística descritiva. Os resultados sinalizam o impacto favorável dessa reforma para a modernização administrativa da PMBA, assim como, sugere que os Comandantes foram receptivos a essa mudança. Por outro lado, infere-se a necessidade de aperfeiçoamento e realinhamento das práticas decisórias e de gestão que possibilitem a valorização dos Comandantes das UOp vinculadas, viabilizem sua efetiva participação na gestão e otimizem a atuação dos NUGAF. / Salvador

Made available in DSpace on 2009-11-18T19:01:05Z (GMT). No. of bitstreams: 0 Previous issue date: 2002 / The organizational change characterizes for faster, deep transformations each time and ample that exert a direct impact in the workers is of the public sector or the private sector. Its effect, positives or negatives, generate instability and stress, or either, imply 10 resignations, losses and adaptations. To if observing the organizational change as existence cycle where if it can examine definitive organizationals, considered moments strategical, as form of thought and form of decision of the controllers. The technological changes, more easily visualized and implemented in the City department of Economy and Finances of the Municipal City hall of Manaus, demand, many times, a cultural change. The study it considers a theoretical source that detaches part of the interpretations efforts of the power to decide situations. The empirical research has as objective main to verify the organizational culture and the dependence of being able, through the analysis of value and of the interests shared for the groups of servers of the City hall of Manaus. The organizational culture will be analyzed by means of its elements, or either, by means of the values shared between the controllers and the excessively employee of the diverse sectors of the City department of Economy and Finances. For this study, a composed sample of the representatives of the diverse sectors of the Secretariat will be used, such as: I register in cadastre, Accounting, Fiscalization, Finances, Taxation and administrative Support. In this context, one will emphasize it importance of if ahead respecting the individual rhythm of learning and changes stimulating the participation and reducing the risks of anxiety ofthe organizationals changes. / A mudança organizacional caracteriza-se por transformações cada vez mais rápidas, profundas e amplas que exercem um impacto direto nos trabalhadores seja do setor público ou do setor privado. Seus efeitos, positivos ou negativos, geram instabilidade e estresse, ou seja, implicam em renúncias, perdas e adaptações. Ao se observar a mudança organizacional como ciclo de existência em que se pode examinar determinados momentos organizacionais, considerados estratégicos, como forma de pensamento e forma de decisão dos dirigentes. As mudanças tecnológicas, mais facilmente visualizadas e implementadas na Secretaria Municipal de Economia e Finanças da Prefeitura Municipal de Manaus, exigem, muitas vezes, uma mudança cultural. O estudo propõe uma vertente teórica que destaca parte dos esforços interpretativos das situações decisórias. A pesquisa empírica tem como objetivo principal verificar a cultura organizacional e a dependência de poder, através da análise de valor e dos interesses compartilhados pelos grupos de servidores da Prefeitura de Manaus. A cultura organizacional será analisada por meio dos seus elementos, ou seja, por meio dos valores compartilhados entre os dirigentes e os demais funcionários dos diversos setores da Secretaria Municipal de Economia e Finanças. Para este estudo, se utilizará uma amostra composta dos representantes dos diversos setores da Secretaria, tais como: Cadastro, Contabilidade, Fiscalização, Finanças, Tributação e Apoio administrativo. Nesse contexto, enfatizar-se-á a importância de se respeitar o ritmo de aprendizado e mudanças individuais estimulando a participação e reduzindo os riscos de ansiedade diante das mudanças organizacionais.