Organizational culture is a comprehensive concept and is defined as norms, values and ideasof an organization. All organizations consist of management but what influences themanagement? What influences the orientation of activities? It could be interesting to reflecton which objectives the leadership form in the organization and which factors affect theformulation of the objectives. Could it be the underlying norms in the organization? Doesorganizational culture matter? Research shows that the police authority has a strongorganizational culture. The aim of this essay is to analyze the organizational culture andmanagement of the Swedish police authority. In order to gain a deeper insight into a policeorganization the police in Umeå will also be studied. In this paper organizational culture hasbeen operationalised as norms. The formal and informal organization of the police has beenstudied and thus the formal and informal norms. The questions of this essay are to investigatewhat characterizes the organizational culture and how the culture affects the management ofthe police. The methods in this graduation project are based on organizational analysis wherethe data collection has been done partly through literature review but also through interviews.The results show that different kinds of cultures occur in the Swedish police authority and theculture contains both formal and informal norms. The results also show that the cultureinfluences the objectives that are formulated, in particular with regard to a changing culturewhich requires other types of objectives. However the results indicate that the organizationalculture and the management are strongly correlated since the cultures themselves arecharacterized by objectives. The conclusions of this work are as previously mentioned thatthe culture is characterized by formal and informal norms. The culture must consist ofspecific norms in order for the police to fulfill their missions. Norms also arise morespontaneously in interaction with colleagues and the environment. Finally as previouslymentioned the organizational culture have an impact on the management.

Why public officials complicit in corruption? It is absolutely a nagging and antiquated question. This thesis examines the corruption on a micro-scale from those convicted in corruption cases in Central Java Province, Indonesia, more specifically by taking the personal views and experiences of the imprisoned actors into account. Broadly speaking, the problem of corruption is a tantalizing daily issue around Indonesia. Despite the government is highly committed to overcome corruption, it is argued that national corruption eradication efforts have not simply failed to diminish the number of corruption cases, but they - at least until 2019 – failed to impede the deployment of corruption from central to local government levels. Empirically, this study explores corruption from leadership theories to build its own analytical framework of corruption, namely administrative and political corruption. Using narrative analysis methods, this study analyses nine interviews with elective public officials at district and village levels, combined with several secondary techniques. In drawing its conclusions, this study highlights three major findings to understand the failure of government in addressing corruption, each of which is related to 1) critical role of public legitimacy built upon informal norms; 2) strict bureaucratic function built upon formal norms; 3) cleavages between formal and informal norms that encourage public officials to enact one or both types of corruption. Above all, the idea of ‘private gain’ as the central element of corruption cannot be found in this study. Ultimately, this study provides some direction for future research that would suggest academia and policymakers to better understand the corruption in the public sector by taking informal norms into consideration.