<p>The problem for women in the labour market has been and is still being widely treated from different disciplines, there are still many gaps linked to it. Although the equality between genders has simultaneously risen, gender inequality becomes especially evident in top management positions. This fact attracted our attention and motivated us to analyse the women’s situation in the management in Spanish companies.</p><p>The masculine man has developed different theories linked to organizations. But when the society and the organization change, that man discovers that his recipe book is not worth nothing anymore. For instance, values like hierarchical organization, aggressiveness, competitively, individualism, etc. In brief, all attributes that women called: “macho man”.</p><p>This paper investigates the barriers that women have to overcome in order to achieve the senior positions, as well as, the identification of the traditional leadership style to the masculine stereotype. As consequence, we have had in mind the progressive implantation of a new organizational culture, the values that belong to the feminine stereotype (group orientation, emotion, cooperation, etc). Therefore, the success leadership is no longer linked to the masculine stereotype.</p><p>The practical method involves the development of semi structure interviews to men and women in top managerial positions in order to analyse if both men and women follow their gender stereotypes, and therefore, they have different leadership styles according to gender.</p><p>Due to this fact, companies should adapt the idea of a pluricultural style in order to get organizational culture more flexible.</p>

<p><strong>Research Problem: </strong>To what extent the corporate culture of an international joint venture resembles the organizational and national culture of its parent firms?</p><p><strong>Purpose: </strong>The purpose of this research is to study and explain the organizational and national culture of the partner companies that are involved in the international joint venture and finds out the extent to which the corporate culture that is embedded in the joint venture possess a resemblance with its parent's culture.</p><p><strong>Method:</strong> Our research is qualitative in nature and is based upon the case study and the secondary information gathered during the research. We have also taken into account some primary information through conducting three semi-structured interviews from each of the company involved in the joint venture. All the information collected during the course of our research has been analyzed in such a manner that has eventually led us to a formidable conclusion.</p><p><strong>Conclusion:</strong> After the analysis of results, both from the interviews and the secondary information, we came to a conclusion that the corporate culture at the joint venture possess some similarities with the national and organizational cultures of its parent firms and this likeness depends upon the location of origin of the joint venture and the employees working in it.   </p>

<p>Even though companies are facing a continuously changing environment, far from all businesses manage to succeed with their organizational changes. (Olson, 2008) If wanting to meet market demands and avoid unnecessary costs it is important to ask the question if we can, in some way, predict, understand or influence the process of change. (Ahrenfelt, 2001) The purpose of this thesis is to determine if life-cycle theories can be used exclusively when planning and managing a process of change. To answer the purpose, the thesis is based upon a qualitative case study at Consafe Logistics group. Theobjective with the empirical studies, executed through nine interviews with various managers, was to determine whether or not life-cycle models and organizational culture can be of assistance when managing change. The studies showed that the opinions differ between the respondents and that the topics internal communication and documentation were frequently brought up during the interviews.</p><p>Theoretically, this thesis addresses different life-cycle change theories and an alternative model for implementing change through organizational culture. Furthermore the theoretic section considers the areas Project organization, Leadership in processes of change, Knowledge, competence & education, Internal communication and Documentation. The thesis showed that applying life-cycle theories to a change can be of limited use since there are big difficulties in placing the different activities throughout the change in achronological order. The theories can be used however to highlight the relationship between activities which can be useful for making time savings. Irrespective of the order activities are managed in a process of change, measurable goals, feedback and support throughout the process are central for the change’s outcome. This thesis has resulted in a general life-cycle model for managing organizational change based upon existing theoriesand empirical studies. Finally, culture and inertia are described as two factors that either facilitate or inhibit the success of the change depending on how they are managed.</p>

<p>When performing an organizational change, it is important to be aware of the culture within the company. The organization at Saab Aerosystems has a huge technical focus, which can of course be beneficial when awakening interest for a change. Another characteristic of Saab Aerosystems is that its employees are interested in being involved in change processes and have the ability to influence such changes. It is therefore important that the leader of a proposed change has a good relationship with the employees and excellent communication skills in order to both inform and listen to them. It is also important to create a commitment to change if a change project is to be successful. Within Saab Aerosystems this commitment can be created by engaging informal leaders within the project team. These employees often have a big influence on the organization as well as good knowledge of the technology and their departments’ operations. It is also important to give the organization’s members time to think through and accept a change. Without this time, resistance towards a change project can otherwise be created due to lack of understanding for the change. To create commitment to a change, the employees must also feel that they can manage the change and the situation that comes after the change. It is therefore important that the organization’s employees receive the necessary tools and education in order to give them confidence and motivation to carry out, and be a part of, the change project.</p><p>A difficult aspect during a change project can be to anchor the change within the organization. At Saab Aerosystems, changes can be anchored by involving representatives from upper management in change projects. These persons must in their turn request work that has been achieved according to the results of the change and even more importantly ensure that the change is used even upon completion of the change project. Making these demands can motivate the line managers and other employees to work according to the change and prevent reverting to old work methods and models. Finally, it is important to measure the change project progress. Examples of measure variables that can be used are business cases, questionnaires and lessons learned. These general variables ought to be complemented by specific variables for the actual change.</p>

<p>To find an appropriate balance between centralization and localization is a key factor for a successful international company. From a company perspective, this thesis tries to figure out if the different aspects such as organizational culture, national culture and industry sector determine the standardization or adaptation of companies' websites and which website features are affected. The internationalization typology of Barlett and Ghoshal has been used to classify 12 companies from 3 industry sector according to their international strategy. Then their websites in United States, Germany and Taiwan will be analysed to compare if the internationalization types among their websites correspond to the expected. The results show that the three aspects impact the appearence of their websites.</p>

<p>Aim: Culture exists in every organization, whether you actively work with it or not. Old cultures often carry traditions and are hard to change. The purpose of this thesis is to describe Gävle Galvan from an organizational point of view and also to investigate the culture from a gender point of view.</p><p>Method: The thesis is written with a qualitative and narrative approach. I have taken part in three person’s stories through interviews and thereby created picture of their everyday work on Gävle Galvan. It’s hard to describe a company’s culture and I have, with help from the stories and my own observations, tried to give an as balanced picture as possible. The interviews and my observations, together with organizational theoretical concepts, create my story of the company.</p><p>Conclusions: This study is confirmed by Schein’s theory; it’s difficult to change old behaviours and traditions, what Schein calls assumptions. Gävle Galvan characterizes by its history and how it’s always been. What once was created has been well kept and led to an assumption. The culture has a couple of culture carrier who have been in the organization for many decades. These persons are often respected because they have a long experience of the profession and they will not accept new co-workers that don’t share their norms and values. The forced habits make it hard for Gävle Galvan to adjust their activities in terms of equality between the sexes. Traditions contribute to generalize the female sex and the profit of having both women and men in an organization doesn’t come thru.</p> / <p>Syfte: Kultur är något som finns i organisationer, oavsett om ett aktivt kulturarbete sker eller inte. Äldre kulturer bär ofta med sig traditioner och har en djupt rotad kultur som är svår att förändra. Syftet med uppsatsen är att beskriva Gävle Galvan ur organisationsteoretiska begrepp samt se på organisationen och dess kultur ur ett genusperspektiv.</p><p>Metod: Uppsatsen är skriven ur en kvalitativ, berättande ansats. Jag har tagit del av tre personers berättelser genom att ställa intervjufrågor och därmed fått en bild av deras vardag på Gävle Galvan. Det är svårt att beskriva ett företags kultur och jag har med hjälp av dessa tre personer och mina egna iakttagelser på plats försökt få en nyanserad bild av Gävle Galvan. Intervjuberättelserna och iakttagelser blir med hjälp organisationsteoretiska begrepp min berättelse om företaget.</p><p>Slutsats: Studien bekräftas av Scheins teori, det är svårt att ändra djupt rotade beteende och traditioner alltså det Schein kallar antaganden. Gävle Galvan präglas av dess historia och hur det alltid har varit. Det som en gång skapats har vårdats och sjunkit in till förgivet-tagna-antagande. Kulturen har några kulturbärare som arbetat i organisationen i många decennier, dessa personer är ofta respekterade eftersom de har lång erfarenhet av yrket och stöter bort människor som inte delar samma normer och värderingar. Dessa vana mönster gör de även svårt för Gävle Galvan att anpassa verksamheten ur ett jämställt perspektiv. Traditionerna bidrar till en generalisering av kvinnor och vinsterna med en jämställd arbetsplats lyfts inte fram.</p>

<p>In the new millennium the ideas of New Public Management (NPM) have become more and more popular within the public sector and its health care. NPM is a management philosophy that, among other things, aims at making public organizations more business like. The study explores the encounter between the organizational practice and an NPM idea, the idea of quality, at Landstinget in Värmland (LiV). More precisely the study aims at contributing to the discourse on effects of institutionalization as well as to knowledge on the process of local institutionalization. Another purpose of the study is to contribute to quality development in organizations.</p><p>In order to do this, a project of quality (LiV 2002) at LiV is followed in time and space. In the empirical section three actor groups are identified, the new management, the old officials and the health care personnel. Between the old officials and the new management, and between the health care personnel and the new management conflicts burst out. The reason for these conflicts is, among other things, the actor groups’ diverging cultural conceptions.</p><p>In the conclusion the idea of quality is, to a certain extent, found to be institutionalized in the formal structure of LiV. But the greater part of the actors’ action and thought schemes are unaffected. However, the actors at LiV are not fully unaffected by the idea of quality. It is argued that the cultural conceptions of the old officials and the health care personnel are reproduced during the work on quality. In the discussion concerning contributions, a model for studying local institutionalization from the perspective of sensemaking is put forward. It is argued that the model enables students of local institutionalization to focus on the cognitive micro processes of institutionalization. In the discussion on quality development, the focus is on difficulties and obstacles with quality development. These are found to be cultural conceptions, preservative sensemaking, processes of translation and that most public organizations are arena organizations.</p>

No description available.

<p>This thesis attempts to investigate if national culture still is a factor to consider for large multinational organizations when choosing a supplier, or if the global business environment due to globalization has become so standardized and homogenous that the influence of national culture differences has diminished. Existing academic literature is divided regarding this matter; some studies indicate that the influence of national culture on business relations is subtle while other argues that national culture differences may be a source for potential barriers and problems and therefore still an important factor to consider. The issue of globalization has also divided researchers, some argue that globalization has made it possible for a homogenous business culture to emerge while other argue that globalization is a myth and ‘global companies’ are in reality regional. Empirical information was collected through interviews at head offices from four large Swedish multinational companies and questions were asked to determine the importance of national culture when choosing a supplier, the influence national culture has on organizational culture and to what extent a homogenous business culture has emerged. The study’s findings identified little evidence to support the idea that cultural difference is a significant factor to consider when conducting business relations. None or very little consideration to national cultural differences was paid when choosing a supplier. However, consideration was sometimes taken to organizational culture, which findings indicate is partly influenced by national culture. The interviewed organizations were of the opinion that at high management level a ‘global culture’ has emerged, and therefore the ‘way of doing business’ has become more uniform. The conclusion, which turned into more of a tendency indication, made from this thesis were that although national cultural differences still exist and probably will do so for some time, the influence it has on ‘business-to-business’ relations between multinational organizations at high management levels has diminished due to the emergence of a more homogenous global business culture.</p>

This study investigates the influence of dialogic relationship and organizational cultures on the military-public relationship. College students (N=218) participated in a 2 x 2 (dialogic relationship: high vs. low x organizational culture: military vs. civilian) independent groups factorial quasi-experiment. To induce dialogic relationship, two versions of the U.S. Army internet webpage screenshots were created. Organizational culture was controlled by purposive sampling two groups of military and civilian subjects. The results indicate that dialogic relationship and organizational culture combine exerts an effect on the military-public relationship by increasing perceptions of control mutuality, trust, commitment and communal relationship for civilians but not the military. In addition to its theoretical contributions, the results of this study have important practical implications for the military public affairs.