<p><strong>Abstract</strong></p><p>Skanska Sweden has decided to split the organization that earlier handled both large and small projects into two different subsidiaries. A consequence of this is that all construction service handling will from now on be enforced under the name Skanska Direkt AB. The management of Skanska sees this as an opportunity to develop the organization and in the long term achieve higher earnings.   </p><p>The task which Skanska in connection with the reorganization wanted to be investigated was a proposal on how the organization of work with the insurance work in the future should look like.</p><p>The organization that is handled is from production manager to professional workers and includes damage handling that has been obtained from insurance companies in the southern and northern parts of Värmland. </p><p>The purpose with this work is to present a different kind of view to the problem with developing this branch of the company. The main target was to work out a proposal of an organizational plan for the damage handling in Skanska Direkt AB that is possible to apply, less sensitive for dismissals, results in higher earnings, obtains higher customer satisfaction and also a staff stab that develops their skills at their own.</p><p>The report and work progressed as following:</p><ol><li>Opening theory study of strategies to obtain the objectives set.</li><li>Restructuring of existing organization with theories as support.</li><li>Interviews with the actors involved to verify feasibility of the developed organization plan</li></ol><p> </p><p> Organization chart, the result of work means that some workers at each location shall be responsible for a small group of workers and work independently. They shall manage the process of invoicing and calculate costs at the same time as they work out on the workplace. In support of integration and development shall it be resource persons and development managers.</p><p>The conclusion of the work done was that the organization chart is feasible and that in the existing organization is gaps that this organizational structure may be a possible solution of.</p>

Abstract Skanska Sweden has decided to split the organization that earlier handled both large and small projects into two different subsidiaries. A consequence of this is that all construction service handling will from now on be enforced under the name Skanska Direkt AB. The management of Skanska sees this as an opportunity to develop the organization and in the long term achieve higher earnings.    The task which Skanska in connection with the reorganization wanted to be investigated was a proposal on how the organization of work with the insurance work in the future should look like. The organization that is handled is from production manager to professional workers and includes damage handling that has been obtained from insurance companies in the southern and northern parts of Värmland.  The purpose with this work is to present a different kind of view to the problem with developing this branch of the company. The main target was to work out a proposal of an organizational plan for the damage handling in Skanska Direkt AB that is possible to apply, less sensitive for dismissals, results in higher earnings, obtains higher customer satisfaction and also a staff stab that develops their skills at their own. The report and work progressed as following: Opening theory study of strategies to obtain the objectives set. Restructuring of existing organization with theories as support. Interviews with the actors involved to verify feasibility of the developed organization plan    Organization chart, the result of work means that some workers at each location shall be responsible for a small group of workers and work independently. They shall manage the process of invoicing and calculate costs at the same time as they work out on the workplace. In support of integration and development shall it be resource persons and development managers. The conclusion of the work done was that the organization chart is feasible and that in the existing organization is gaps that this organizational structure may be a possible solution of.

The aim of this essay is to analyze the implementation process of the International Baccalaureate’s Diploma Programme in four of the approximately 30 schools currently offering the IB at upper secondary level in Sweden. The starting point is a comparison between definitions in fundamental documents in the national programmes for Natural Science (NV) and Social Science (SP) on the one hand, and the IBDP on the other. The evaluation, based on Program theory, focuses in particular on the consistencies in the Organizational plans of each system.  The basic assumption is that the IB due to a deviating organizational system, different structures, aims and objectives makes a challenge for the dominating educational discourse, to use a concept by Michel Foucault, and that resistance against the IB therefore is to be expected. As a second part of the evaluation five people who either play, or have played the role of coordinators of the IB, and who thereby are responsible for the implementation, have been interviewed. The questions have been focused around in what sense the informants can confirm resistance in their implementation work due to the differences found in the first part of the evaluation, and in what ways it manifests itself. Finally, Michel Foucault’s power structures in connection to discourse analysis have been applied on the results of the two previous parts of the essay. Foucault claims a school to be one of the state institutions acting on its behalf in conserving and defending its discourse against outside enemies. Two configurations of power are according to Foucault used in the defence; ‘marginalization’ and ‘normalization’. The result of the study confirms evidence of both power structures being found in the implementation of the IB in the four schools included in the analysis and that the resistance against the IB in these schools can be interpreted accordingly. / Syftet med den här uppsatsen är att analysera implementeringen av International Baccalaureate Diploma Programme (IBDP) i fyra av det 30-talet gymnasieskolor som för närvarande erbjuder utbildingen i Sverige. Utvärderingen är indelad i två delar baserad på ’programteori’, och fokuserar på delar i respektive utbildnings organisationsplan.  Den första delen har sin utgångspunkt i styrdokument i respektive utbildning och utgör en jämförelse av olika grundläggande definitioner för, å ena sidan de nationella Naturvetenskapsprogrammet (NV) och Samhällsprogrammet (SP), och å andra sidan IBDP. Detta är av relevans för att IB-utbildningen skiljer sig tillräckligt mycket från de nationella programmen för att utgöra en utmaning av det nationella systemet, det som Michel Foucault skulle kalla den dominerande diskursen. Den andra delen består av fem intervjuer med nuvarande eller före detta coordinatorer, de personer som ansvarar för implementeringsarbetet på de enskilda skolorna. Här är frågorna fokuserade runt de områden där implementeringsarbetet antas vara svårast utifrån de skillnader som framkommer i den första delen av utvärderingen. Slutligen används de maktbegrepp som Foucault anger i sin diskursanalys på de två första delarna av arbetet. Foucault hävdar att skolan är en av de institutioner som agerar för att bevara och försvara en stats diskurs mot utomstående makter. Enlig Foucault uttrycks detta i två maktkonfigurationer; ‘marginalisering’ och ‘normalisering’. Resultatet av studien visar att det finns tecken på att båda maktmedel i implementering av IB på de fyra aktuella skolorna och att motståndet mot IB går att förstå enligt denna modell.