This study investigates collaboration among teams within large technology organizations and its impact on achieving organizational goals. The central question is: "What factors significantly influence collaboration between different teams in large technology organizations?"The study conducts an extensive literature review and presents a theoretical model encompassing critical factors such as clear mission definition, strategic alignment, senior management involvement, a supportive climate, team empowerment, and formal processes.Clear research objectives guide researchers in selecting appropriate methods. When objectives are subject to ongoing revision, qualitative methods are suitable. This study, based on a literature review, offers a theoretical model to explore the impact of factors like senior management's clarity, strategic alignment, champions, team support, empowerment, and integrative processes on collaboration. Semi-structured interviews, for qualitative analysis, were used for data collection, involving middle and high-level managers from two selected companies in England and Sweden.The findings highlight the importance of effective communication, alignment of objectives, and managerial leadership. Leadership changes disrupt coordination efforts, emphasizing trust-building during transitions. A supportive environment and team empowerment are crucial for collaboration, but the balance of decision-making flexibility varies. Integrative processes were not seen as significant drivers.The study underscores the central role of senior managers in shaping collaboration. They influence mission clarity, alignment, communication, empowerment, atmosphere, and processes, contributing to effective teamwork.In summary, this study reveals the multifaceted factors influencing collaboration among diverse teams in large technology organizations, emphasizing the pivotal role of senior managers.

Purpose – The purpose of this study is to find the organizational practices in place for the performance evaluation of temporary employees and how that varies from permanent employees. Method – The study takes an inductive and interpretive approach to find out the unknown practices. The study is conducted over 7 respondents from different organizations split between recruitment agencies and client organizations and represents practices maintained by both set of industries. Findings – The study identifies low standardization in performance evaluation and discusses the variance from literature over the subject matter. Also a model is drawn based on the amalgamation of literary review and empirical results. Implications – The study presents variance in the processes for temporary employees and the prime areas where the variance occurs. For the organizations to have fair and just performance management system and for equality towards temporary employees, these issues must be addressed. Limitations – Cultural practices are not taken into consideration and literature might be based on different cultural practices than the respondents country and for a wholesome study, more respondents might be needed.

Many organizations turn to agile methods and practices in their organization in order to retain competitiveness in today's rapidly changing environment and changing customer demands. Researchers claim agile practices, such as Agile Project Management to be most successful if implemented in the entire organization, in an all-or-nothing approach. However, as many traditional organizations are attempting to adopt agile principles such as APM, few studies have been made to what extent agile methods and practices can be successful in traditional organizations. This research investigates how a APM-team at SEB can function in accordance to agile philosophy, and further, if the legacy and traditional structures at SEB counteract the APM-team. The study is a single case study, investigating one APM-team at SEB through semi-structured interviews and organizational documents. In order to answer the research question, a model of analysis was derived in order to capture the important theoretical concepts. It was found that the investigated APM-team in SEB does not function fully in order with agile philosophies, and further that the traditional structures and legacy at SEB hinders the APMteam to work according to agile philosophies. It was also found that the APM-team experienced difficulties with the actual agile way of working, which could affect their ability to work in accordance with said practices. Further research is needed for a greater context to fully understand how traditional organizations can counteract agile initiatives.

The purpose of the present study is to gain insights and a deeper understanding of how the organization's vision and leadership can serve as central motivational factors and influence employees' willingness to perform at a higher level. The primary role of the vision is to provide an inspiring future image and demonstrate what the organization aims to achieve in the long term. Its purpose is to instigate engagement among both leaders and employees. The leader's task involves implementing the vision by rallying all employees within the organization around agreed-upon objectives. Implementation is realized through motivational actions and influencing employees' behavioral patterns, intending to enhance performance. The study was conducted with the intention of examining how the vision and the leader's actions can impact and increase employee motivation in two distinct segments. A qualitative method was applied with an abductive approach and semi-structured interviews. The thesis is based on a hermeneutic methodology, relying on the theoretical frameworks used in the study. Interviews were conducted with twelve employees, all active in the banking or education sectors, to obtain their individual perspectives.The collected empirical data indicated that a clear and well-formulated vision alone is not sufficient. An engaged and active effort from the leader is necessary, as they serve as a vital link between employees and the organization's vision goals. Leadership qualities that employees primarily seek in a manager are associated with transformative and charismatic leadership. The results also suggest that many of the motivational factors considered significant in the organization's vision, and which could be related to some employees' personal goals, were similarly observed regarding employees' workplace. This indicates that fulfilling only external hygiene factors, as Herzberg emphasizes, is not enough. Internal motivational factors must be present for employees to experience increased motivation.

From findings of diverseness in the formulations of organizational goals, the purpose of this study is to understand if and how these differences affect the relation between organizational goals and practices. The empirical data consists of eleven interviews with representatives of a municipality. Two of the informants were local politicians, five were executives and four white-collar workers. The data was analyzed in light of Neoinstitutional Theory an its concepts of goals. Based on these conceptions we understand the goals to have various attributes. The result of this study indicates that the combination of goal attributes affects whether the relation between goal and practice can be understood as strong or weak, explicit or ambiguous. It also shows how weak relations can be understood as the organization is decoupling the goals from the practices to avoid conflicts and to preserve its legitimacy.

Submitted by Viviane Lima da Cunha (viviane@biblioteca.ufpb.br) on 2016-03-15T11:45:20Z No. of bitstreams: 1 arquivototal.pdf: 2043483 bytes, checksum: 74a2518a2cb5f255bb2cb95323562da3 (MD5) / Made available in DSpace on 2016-03-15T11:45:20Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 2043483 bytes, checksum: 74a2518a2cb5f255bb2cb95323562da3 (MD5) Previous issue date: 2015-11-11 / Organizations have been looking to ensure their survival in an increasingly demanding and competitive market; therefore, they need to expand their resources of work regarding information, knowledge and communication. Institutions of Higher Education – IHE also established organizations, need to work the knowledge management, need to define management processes and this role includes the course coordinator that articulates himself among students, teachers, staff and the company. The research aims to diagnose how the management of the under graduated courses in a Private Institution of Higher Education, held by its coordinators, contributes to the achievement of organizational goals. At the first stage, it is a bibliographic research by the need of theoretical background on the topic; a field survey was conducted afterwards. The studied population consists of 13 course coordinators of a private institution, the analyzed variables were measured by semi-structured questionnaire, composed of 45 objective questions related to personal information, professional, scenery of IES and developed functions. Course coordinators, aware of this initial personal contact, met the proposed schedule for data collection, according to their availability. The collected data was transported to a statistical program, the Statistical Package for Social Sciences - SPSS 20.0 IDM, being held descriptive statistics and inferential analysis according to the standard normality sample. The research was able to demonstrate to the proposed scenario, how important it is to have the leader of the course aware of his/her role in the organization, to define the desired profile for the coordinators and identify that some of them aren´t aligned with the organizational goals. It became evident the need for a clear definition of the processes, with the implementation of a uniform management system, apart from the need of specific training for the coordinators and secretaries of the course. / As organizações têm procurado garantir a sobrevivência em um mercado cada vez mais exigente e competitivo, para isso precisam ampliar os seus recursos de trabalho, no que diz respeito à informação, ao conhecimento e a comunicação. As Instituições de Ensino Superior - IES também concebidas organizações, precisam trabalhar a gestão do conhecimento, necessitam definir processos de Gestão e esse papel também inclui o coordenador de curso que se articula entre os discentes, docentes, funcionários e a empresa. A pesquisa tem como objetivo diagnosticar como a Gestão dos Cursos de Graduação em uma Instituição de Ensino Superior Privada, realizada por seus coordenadores, contribui para o alcance dos objetivos organizacionais. Em um primeiro momento, trata-se de uma pesquisa bibliográfica pela necessidade de fundamentação teórica sobre o tema, posteriormente foi realizada uma pesquisa de campo. A população estudada é constituída por 13 coordenadores de curso de uma IES privada, as variáveis analisadas foram mensuradas por meio de questionário semiestruturado, constituído por 45 questões objetivas relacionadas a informações pessoais, profissionais, cenário da IES e funções desenvolvidas. Os coordenadores de curso, sensibilizados por meio de um contato inicial presencial, atenderam o cronograma proposto para coleta dos dados, conforme disponibilidade deles. Os dados coletados foram transportados para um programa estatístico o Statistical Package for the Social Sciences - SPSS 20.0 IDM, sendo realizada análise estatística descritiva e inferencial, conforme o padrão de normalidade amostral. A pesquisa conseguiu demostrar, para o cenário proposto, o quanto é importante ter o líder do curso consciente de seu papel na organização, definir o perfil desejado para os coordenadores e identificar que nem todos estão alinhados com os objetivos organizacionais. Ficou clara a necessidade de uma definição clara dos processos, com a implantação de um sistema de Gestão uniforme, além da necessidade de capacitação de coordenadores de curso e secretários de curso.

The main focus of this thesis called ?Strategy of the organisation of trading services? is strategic decision for establishing the independent department which will provide the new service with the aim of its own effective distribution. Distribution should satisfy the customer needs by delivering the ordered goods which was prepared at their wholesale outlet to the right address. The main aim is increasing the profitability of the organisation and also increasing the competativeness on the market.

Bakgrund Distansstyrning anses som den moderna organisationens sätt att styra sina anställda mot att uppnå vad som är bäst för organisationen. De styr primärt sina anställda genom att fastställa organisatoriska mål för att vägleda de anställda i rätt riktning. För att uppnå en god styrning krävs det att organisationerna har en god kommunikation med sina anställda, inte minst då information kring målen skall kommuniceras. De senaste årens teknologiska framsteg kring kommunikation har bidragit med att organisationer utvecklat sitt sätt att kommunicera till sina anställda. Inom organisationer är det viktigt att ha en rad olika och fungerande strategier för hur de ska kommunicera och uppnå sina organisatoriska mål. Utvecklingen av kommunikation har således lett till att organisationers ledning kan förmedla sina organisatoriska mål med hjälp av en rad olika kommunikationskanaler. Litteraturstudien pekade på att organisationer använder distanskommunikation alltmer i sin verksamhet. Ledningen inom konsultföretag har en ständig distansfaktor att ta hänsyn till när det kommer till styrning av deras organisationer. Samt att deras anställda jobbar för två organisationer vilket leder till att de har en flerorganisationskultur. Konsultbranschen blev således intressant att undersöka på grund av sin distansstyrning, distanskommunikation och flerorganisationskultur då även övriga branscher tenderar att gå mot den här organisationsstrukturen. Syfte Den här studien avser att undersöka hur kunskapsintensiva organisationer i form av konsultbolag styr sin verksamhet med hjälp av organisatoriska mål. Stor fokus kommer att ligga på kommunikationen kring de organisatoriska målen mellan företagsledning och anställd. Metod Det här är en explorativ studie där ett par konsultbolag ingick i en fallstudie för att undersöka hur kommunikation kring de organisatoriska målen uppfattas och hanteras av de inblandade konsulterna. Studien är uppbyggd så att konsultbolagets ledning står för ena parten och konsulterna för den andra. Sedan har deras uppfattning av kommunikationen gällande de organisatoriska målen undersökts med hjälp av intervjuer och enkätundersökningar. Vidare jämfördes de båda parterna för att identifiera eventuella olikheter i deras uppfattningar. Anledningen till att just konsultbolag valdes var för att en stor del av den här studien kommer rikta in sig på distansdimensionen av kommunikation. Detta för att ledningen inom konsultbolaget och konsulterna i regel inte bedriver sitt vardagliga arbete under samma tak. Resultat Resultatet tydde på att det finns diskrepans på specifika kommunikationsaspekter mellan ledningen inom konsultbolaget och konsulterna. På andra aspekter speglar de båda parternas uppfattning varandra bättre. De största likheterna som identifierades var medvetenheten om de organisatoriska målens existens och dess betydelse för företaget i stort. Uppfattningarna skiljdes dock något åt när det kom till de organisatoriska målens betydelse på lokal nivå. Utefter resultatet går det att vidare ifrågasätta huruvida effektiv respektive konsultbolags styrning hanteras med avseende på de organisatoriska målen. Slutsats Några slutsatser som drogs var att konsultbolagen i studien lägger stort fokus av deras styrningsarbete på att förmedla, återkoppla och skapa en god förståelse bland organisationens konsulter kring organisatoriska mål. Det går också att konstatera att de inblandade konsultbolagen arbetar aktivt med metoder och tillvägagångsätt kring kommunikationen av de organisatoriska målen som är väl grundade i teorin om kommunikation. Konsultbolagen löser primärt problematiken kring distansfaktorn och flerorganisationskulturen genom att mestadels kommunicera organisatoriska mål genom fysiska möten med sina konsulter. Konsultbolagets ledning är väl medvetna om att de organisatoriska målen initialt ofta är abstrakta. Vilket innebär att de måste brytas ner och konkretiseras, helst med hjälp av konsulterna så att de lättare ska kunna applicera dem på sitt vardagliga arbete. Resultatet påvisar också att det finns en viss problematik kring konflikter mellan konsultbolagets organisatoriska mål och kundbolagets organisatoriska mål. / Background Distance management is regarded as the modern organization's way of directing its employees to achieve what is best for the organization. They primarily control their employees by setting organizational goals to guide employees in the right direction. In order to achieve good management, it is necessary that the organizations have good communication with their employees, not least when information about their goals is to be communicated. Recent technological advances in communication have helped organizations develop their way of communicating to their employees. Within organizations, it is important to have a variety of different and functioning strategies for communicating and achieving their organizational goals. The development of communication has thus led to the management of organizations to convey their organizational goals by means of a variety of communication channels. The literature study pointed out that organizations are increasingly using distance communication in their operations. Management within consulting companies has a constant distance factor to take into account when it comes to managing their organizations. And that their employees work for two organizations, which leads to a multi-organizational culture. The consulting industry thus became interesting to investigate because of its distance management, distance communication and multi-organizational culture as other industries also tend to go against this organizational structure. Purpose This study aims to investigate how knowledge-intensive organizations in the form of consulting companies control their activities with the help of organizational goals. A major focus will be on communication about the organizational goals between company management and employees. Method This is an explorative study where a couple of consulting companies were included in a case study to investigate how communication about the organizational goals is perceived and managed by the consultants involved. The study is structured so that the management company management stands for one party and the consultants for the other. Since then, their perception of communication regarding the organizational goals has been investigated with the help of interviews and questionnaires. Furthermore, the two parties were compared to identify any differences in their views. The reason why a particular consulting company was chosen was because a large part of this study will focus on the distance dimension of communication. This is because the management within the consulting company and the consultants usually do not do their everyday work under the same roof. Result The result indicated that there discrepancy in specific communication aspects between the management within the consulting company and the consultants. In other aspects, the two parties' views reflect each other better. The biggest similarities identified were awareness of the existence of organizational goals and its importance to the company as a whole. However, perceptions differed somewhat when it came to the significance of organizational goals at the local level. Further to the result, it is possible to further question whether the management of the respective respective consulting companies is managed with regard to the organizational goals. Conclusion Some conclusions that were drawn were that the consultancy companies in the study place great focus on their management work on mediating, feedback and creating a good understanding among the organization's consultants about organizational goals. It can also be noted that the consultancy companies involved are actively working on methods and approaches to the communication of the organizational goals that are well founded in the theory of communication. The consulting companies primarily solve the problems regarding the distance factor and the multi-organizational culture by mostly communicating organizational goals through physical meetings with their consultants. The management company's management is well aware that initially the organizational goals are often abstract. Which means they have to be broken down and concreteized, preferably with the help of the consultants so that they can more easily apply them to their everyday work. The result also shows that there is a certain problem of conflicts between the consulting company's organizational goals and the customer company's organizational goals.