<p>The purpose of this paper is to examine how the arrival of class society is expressed in the social dance of high society during the second half of the eighteenth century. The study is based on the idea that culture and society develope in interaction; that changes in the economic, political and social life determine the cultural expressions as well. What I wish to examine is whether cultural themes from the developing bourgeois culture – individualism, to be precise – is expressed in the social dance during the second half of the eigthteenth century. // The study shows that public balls definitely gave people a chance to show off on the dance floor in spite of social rank. The assemblies were open to everyone, and there were no formal distinction between the estates. The equality was enforced furthermore in the bal masques. // In spite of this formal equality, there are also signs of public assemblies not being quite the arenas for individual triumph beyond the boundaries of estate that they could be. Comments about dance and individuals are for example way more common in connection to private gatherings than public. When writing about public balls focus is primarily on the attender’s social rang, and more seldom on the dance at all. It’s clear that the mixing of estates was a source of agitation, and also that it was hard for peasants and merchants to compete with the nobility on their home ground. In theory the dance culture was boundary-crossing, but in reality the rift between the estates was still wide.</p>

The purpose of this paper is to examine how the arrival of class society is expressed in the social dance of high society during the second half of the eighteenth century. The study is based on the idea that culture and society develope in interaction; that changes in the economic, political and social life determine the cultural expressions as well. What I wish to examine is whether cultural themes from the developing bourgeois culture – individualism, to be precise – is expressed in the social dance during the second half of the eigthteenth century. // The study shows that public balls definitely gave people a chance to show off on the dance floor in spite of social rank. The assemblies were open to everyone, and there were no formal distinction between the estates. The equality was enforced furthermore in the bal masques. // In spite of this formal equality, there are also signs of public assemblies not being quite the arenas for individual triumph beyond the boundaries of estate that they could be. Comments about dance and individuals are for example way more common in connection to private gatherings than public. When writing about public balls focus is primarily on the attender’s social rang, and more seldom on the dance at all. It’s clear that the mixing of estates was a source of agitation, and also that it was hard for peasants and merchants to compete with the nobility on their home ground. In theory the dance culture was boundary-crossing, but in reality the rift between the estates was still wide.

Stand-up comedy has become increasingly popular in Sweden in the late 20th and early 21st centuries. The jokes of stand-up comedians are reflections of contemporary cultural notions and discourses. Stand-up comedy can also be seen as a form a cultural free zone where one is allowed to express oneself in ways that are not possible in other public contexts. In this study I am investigating how Swedish stand-up comedians relate to cultural notions about gender, sexuality, ethnicity/race, places, age, disabilities, social class and mental illness. By applying an intersectional perspective I am able to show how various power structures can interact and strengthen each other. The main empirical material consists of three observations at different stand-up comedy clubs and four interviews with stand-up comedians. By using cultural analysis as an analysis method I am showing how stand-up comedy both reflects and is affected by larger structural patterns and discourses in society. My analysis shows that stand-up comedians are both reproducing and challenging normative cultural notions. A variety of theoretical concepts are used to analyse how standup comedians are joking about prevailing cultural notions. For example am I using gender theories to analyse jokes about notions of gender and sexuality while postcolonial concepts as well as theories about racification are applied in the analysis of jokes connected to cultural notions about race and ethnicity. In some of the jokes different cultural notions are intertwined. Furthermore I am analysing how the stand-up comedians are reflecting over what they are allowed to joke about, depending on their own background and experiences as well as how they are relating to different discourses. Stand-up comedy is still dominated by a masculine discourse that has only recently been challenged by a feminist discourse, which stand-up comedians relate to in different ways. How stand-up comedians navigate between political correctness and the discourse that comedians should be able to joke about everything is also part of my investigation. Finally, I am analysing different comic strategies used by the stand-up comedians in their performances, which affect how they are joking about various cultural notions. Some comedians are joking about themselves in a self-deprecatory way while others invites the audience to join the perspective of an assumed normative community to make jokes about what makes other groups different.

Syftet är att bidra med kunskap om rektors styrning och ledning när hen organiserar samarbetet mellan fritidshemmet och grundskolan. Frågor som ställs fokuserar hur frirum nyttjas och hur korstryck hanteras.  Tidigare studier visar att rektors styrning och ledning, liksom undervisningens kvalitet, behöver utvecklas. Samarbete mellan fritidshemmets och grundskolans personal sker i låg grad och kopplingen mellan lärtillfällen är svag. Denna kvalitativa studie använde Frirumsteorin som teoretisk utgångspunkt och analysverktyg. Teorin utgår från konflikten mellan formella och informella styrnings- och ledningsmekanismer. Empiriskt material inhämtades via observationer och frågeformulär. Analysen gjordes utifrån kriterierna för kontinuumet uniprofessionell – multiprofessionell inom den professionella sfären samt kontinuumet differentierad – integrerad inom den byråkratiska/administrativa sfären. Resultatet visar att frirummet begränsades av yttre händelser och ett beroende av externt stöd. Ett ökat korstryck uppstod. Kulturen i skolornas ledningsgrupper beskrivs som integrerad och mestadels multiprofessionell. Avseende Coronapandemins påverkan syns inslag av uniprofessionalism. En slutsats är att en helhetssyn är mer framgångsrik för att rektorer ska lyckas organisera för samarbete och kompletterande undervisning. Vid förändringar, torde en integrerad skolkultur präglad av multiprofessionalism vara mest gynnsam. Studien uppmärksammar styrnings- och ledningsperspektivet; rektors roll för måluppfyllelsen i fritidshemmet, samt prövar en kartläggningsmetod med tillhörande begreppsapparat, vilka är teoretiskt och vetenskapligt förankrade i Frirumsteorin. / The purpose of this thesis is to add knowledge about the headteacher´s governance and management when organizing the collaboration between Leisure-time Centre and compulsory school. Questions asked focused on how Scope for Action and conflicting pressure is met by headteachers. Previous studies show that the headteacher's governance and management, as well as the quality of teaching, need improvement. Collaboration between staff in Leisure-time Centre and the school takes place to a low degree and the connection between learning opportunities is weak. This qualitative study used the Scope for Action Theory as a theoretical starting point and analysis tool. The theory is based on the conflict between formal and informal mechanisms of governance and management. Data was gathered from observations and questionnaires. Analysis was made on basis of the criteria for the continuum uniprofessional - multiprofessional within the Professional Sphere and the continuum differentiated - integrated within the Bureaucratic/administrative sphere. The result shows that Scope for Action was limited by external events and an increase of dependence on external support. Conflicting pressure increased. The culture in the management groups is described as integrated and mostly multiprofessional. Regarding the influence of the Corona pandemic, elements of uniprofessionalism are shown. One conclusion is that a holistic approach is more successful for headteachers to succeed in organizing for collaboration and complementary teaching. In the face of change, an integrated culture characterized by multi-professionalism is likely to be most favorable. The study draws attention to the governance and management perspective; the headteacher's role for attainment of goals in Leisure-time Center as well as testing a mapping method with a conceptual framework, which is theoretically and scientifically anchored in the Scope for Action Theory.

This study aims to examine the consistency between ascribed values and the prevailing culture in a company. The theoretical framework for the work consists of theories and concepts taken from offensive quality development and organizational culture. The understanding of organizational culture has been of the utmost importance to be able to analyze the employees' perceptions of the prevailing culture. For improvement measures to be sustainable, a deep understanding of the business's culture is needed. A cultural analysis was used with the associated letter method where the employees' perceptions were obtained through the letter responses. The letters have been analyzed using a cultural analysis model created by Gunnar Berg. The survey compared the company's attributed values with the current culture. Initially, the company's management believed a certain discrepancy existed between the ascribed values and the prevailing culture. By extracting different themes from the employees' letter responses and analyzing them with the help of the theoretical aspects, a certain discrepancy but even greater congruity between the formal values and the prevailing culture in the company was identified. Several areas for improvement were also suggested by the employees in the letter replies, which the management of the company is recommended to take advantage of. In conclusion, an implementation proposal is presented for the company on how they can use the results from this study to further increase consistency between the culture and the formal values. / Syftet med denna studie är att klargöra överensstämmelsen mellan uttalade värderingar och den rådande kulturen i ett företag.   Den teoretiska ramen för arbetet består av teorier och begrepp hämtade från offensiv kvalitetsutveckling och organisationskultur. Förståelsen av organisationskultur har varit av yttersta vikt för att kunna analysera medarbetarnas uppfattningar om den rådande kulturen. För att förbättringsåtgärder ska vara hållbara behövs en djupgående förståelse av verksamhetens kultur. Som metod användes en kulturanalys med tillhörande brevmetod där medarbetarnas uppfattningar hämtades genom brevsvaren. Breven analyserades med hjälp en kulturanalysmodell skapad av Gunnar Berg. I undersökning jämfördes företagets uttalade värderingar med den aktuella kulturen. Inledningsvis hade företagets ledning en uppfattning om att det fanns en viss diskrepans mellan de uttalade värdena och den rådande kulturen. Genom att ta fram olika teman ur medarbetarnas brevsvar och analys av dessa med hjälp av de teoretiska aspekterna identifierades det en viss diskrepans men än större kongruens mellan formella värdena och den rådande kulturen i företaget. Även ett antal förbättringsområden föreslogs av medarbetarna i brevsvaren som ledningen i företaget rekommenderas att ta till vara. Avslutningsvis presenteras ett implementeringsförslag för företaget om hur de kan med studien som grund arbeta vidare för att öka samstämmighet än mer mellan kulturen och de formella värdena.

What constitutes the best leadership is a topic of much debate, with differing opinions on various types of leadership styles and success factors among leaders and countries. Over time, we have observed both informal and formal leaders who have taken on the role of leading a group of people through both difficult and easy situations, which has led to attempts to understand what truly is the best leadership and what characteristics such a person possesses. Leading a group of employees can look different depending on the country one works in, given the different cultures that characterize each country. But what does leadership look like within a group that exists in two different countries? How does leadership appear within an organization that operates in a cross-cultural environment? To be able to motivate your employees, it is required that you as a leader have the same goals within your own role, that you pay attention to the individual in order to then develop the group you are responsible for in the best possible way. This study provides an insight into how to work with different leadership models and by using the identified key factors that are fundamental to being the best leader in the workplace, to be able to develop oneself and help others to develop to achieve a good working environment where everyone thrives, finds engagement, trust, understanding, and where communication functions well. The study also demonstrates an understanding of the cultures that exist within organizations, which allows for connecting them and extracting the most important aspects from each culture. This leads to the inclusion of all individuals and the development of autonomy. The study's results partly support what previous research has claimed about leadership. It is possible to see that many of the characteristics between the countries are found both in theory and in the results, such as communication styles, organizational structure, and decision-making. Seven key factors have been identified for each country that are required for successful leadership, where the majority of these are directly related to developmental leadership, which are role models, personal care, inspiration and motivation, demands and rewards, and control. In addition to these, balance, transparency, and competence are identified, which are not directly related to developmental leadership, with the latter two being unique to each country. The study also suggests that there are challenges to leading an organization within a cross-cultural environment, but there is feasibility and the possibility to adapt one's leadership to the prevailing situation by taking into account what is required from the leader. The results can be valuable for companies and organizations striving to improve their leadership and create a positive work environment for their employees as well as for companies operating within different cultures. / Vilket som är det bästa ledarskapet finns det många olika åsikter om, där synen på olika typer av ledarskapsstilar och framgångsfaktorer skiljer sig mellan ledare och länder. Genom tiden har vi kunnat följa både informella och formella ledare som tagit sig an rollen att leda en grupp människor genom både svåra och lätta situationer, vilket har lett till att försöka förstå sig på vad som egentligen är det bästa ledarskapet, och vilka egenskaper en sådan person innehar. Att leda en grupp medarbetare kan se olika ut beroende på vilket land man arbetar inom, givet de olika kulturerna som präglar länderna var för sig. Men hur ser det egentligen ut med ledarskapet som verkar i en grupp som finns i två olika länder? Hur ser ledarskapet ut inom en organisation som arbetar inom en tvärkulturell miljö? För att kunna motivera sina medarbetare krävs det att du som ledare själv har samma mål inom din egen roll, att du ser till individen för att sedan kunna utveckla den grupp du ansvarar över på bästa möjliga sätt. Genom denna studie ges en inblick i hur man kan arbeta med de olika ledarskapsmodellerna och genom att ta hjälp av de identifierade nyckelfaktorerna som ligger till grund för att vara den bästa ledaren på arbetsplatsen, för att kunna utveckla sig själv och hjälpa andra att utvecklas till att nå en bra arbetsmiljö där alla trivs, finner engagemang, tillit, förståelse och där kommunikationen fungerar på ett bra sätt. Studien visar också på förståelsen av de kulturer som existerar inom organisationer, vilket möjliggör att koppla samman dem och dra ut det viktigaste från varje kultur. Detta leder till att alla individer kan involveras och att autonomi kan utvecklas.  Studiens resultat visar delvis på vad tidigare forskning har påstått om ledarskap. Det går att se att många av karaktärsdragen mellan länderna återfinns både i teorin och resultatet, exempelvis kommunikationsstilar, organisationsstruktur och beslutsfattande. Det har identifierats 7 nyckelfaktorer för respektive land som krävs för ett framgångsrikt ledarskap där majoriteten av dessa är direkt relaterade till det utvecklande ledarskapet, vilka är föredöme, personlig omtanke, inspiration och motivation, +krav och belöning och +kontroll. Utöver dessa identifieras balans, transparens och kompetens som inte är direkt relaterade till det utvecklande ledarskapet där de två sistnämnda är unika för respektive land. Studien menar även att det finns hinder att leda en organisation inom en tvärkulturell miljö, men där det finns överkomlighet och möjlighet till att kunna anpassa sitt ledarskap till rådande situation genom att ta till beaktning vad det är som krävs utifrån ledaren. Resultaten kan vara värdefulla för företag och organisationer som strävar efter att förbättra sitt ledarskap och skapa en positiv arbetsmiljö för sina anställda samt för företag som verkar inom olika kulturer.