The environment changes quickly in these years. No matter the changes of the outside environment or of the business, it will impact the businesses, and the organizational culture will have some dynamic phenomenon. In this thesis, four companies, which were impacted by some important events, are my study samples. In order to understand the cultures of the companies, the forming processes and the dynamic relations during each culture levels. I use Schein¡¦s model of organizational culture to interpret the four cases, and use Hatch¡¦s culture dynamics model to analyze. The results conclude six reasons that cause the change of organizational cultures: a weak culture, small size, serious threatens, the transfer of leaders, the transitions, and in order to consolidate original culture. Besides, there are some relations between the Schein¡¦s model of organizational culture and Hatch¡¦s culture dynamics model. The thesis bring out four propositions: 1. When the company was merged, its culture will be impacted by the strong culture of the merger. The merger will make use of the changes of artifact level as its tool to build or change the values and the assumptions of the company be merged. 2. After the equal merge of two companies, it will be in motion with the assumptions, and values of strong culture. At the same time, the strong culture will develop new artifacts to help weak culture to recognize the strong side. 3. To confront the new law opposite to original culture, if every member of the organization recognize and assist the culture, and through consolidating by the effectual members, the company still has the opportunity to resist the change. 4. When the organizational culture was impacted, some transitional artifacts will appear in initial stage, but they can¡¦t affect the values and assumptions. They will disappear after the transitions.

This thesis deals with the issue of organizational culture. It shows the most important concepts related to culture, such as elements, structure, resources, and methods of analyzing organizational culture. The main goal of this work is to identify the existing organizational culture of VHS plus, spol. s r.o., its assessment and proposals for possible changes of its content leading up to eliminate the identified shortages.

Bakgrund: Organisationskultur är ett begrepp med olika definitioner och eftersom en kultur inte går att mäta krävs det istället tolkningar för att förstå organisationskulturen. Denna studie grundas på två svenska myndigheter, Försvarsmakten och Polismyndigheten, vars kulturer är präglade av historia och tradition. Båda myndigheterna beskriver att de befinner sig i en kulturförändring. En planerad förändring av rådande organisationskulturen kan utspela sig olika beroende på interna och externa faktorer. Jämställdhetsintegrering i myndigheter är en strategi som regeringen har beslutat ska implementeras i statliga myndigheter, vilket innefattar att ett jämställdhetsperspektiv ska integreras i alla nivåer inom verksamheten. Jämställdhetsintegrering tolkas som ett försök till kulturförändring då rådande strukturer, normer och värderingar i organisationskulturen måste synliggöras och hanteras för att jämställdhetsperspektivet ska kunna implementeras på alla nivåer. Syfte: Studien syftar till att öka kunskapen om hur chefer inom två svenska myndigheter tolkar organisationskulturen och en planerad förändring av den. Metod: Studien har genomförts med en kvalitativ metod genom semistrukturerade intervjuer med åtta respondenter, fyra från Försvarsmakten och fyra från Polismyndigheten. Slutsats: Chefer inom både Polismyndigheten och Försvarsmakten ser på sina respektive organisationskulturer på liknande sätt. De båda studerade myndigheterna ser i vissa fall på sina organisationskulturer som variabler, möjliga att förändra och påverka genom ledarskap. I andra fall ses organisationskulturerna på som rotmetaforer, där förändring sker genom påverkan från samhället och när medarbetare socialt interagerar med varandra. Då svaren går åt olika håll kan det konstateras att de båda studerade myndigheterna hamnar någonstans mittemellan de båda synsätten. / Background: Organizational culture is a concept with different definitions and since a culture cannot be measured, interpretations are required instead to understand the organizational culture. This study is based on two Swedish authorities, the Swedish Armed Forces and the Swedish Police Authority, whose cultures are characterized by history and tradition. Both authorities describe that they are in a cultural change. A planned change in prevailing organizational cultures can take place differently depending on internal and external factors. Gender mainstreaming in authorities is a strategy that the government has decided to implement in government agencies, which includes that a gender equality perspective must be integrated at all levels within the business. Gender mainstreaming is interpreted as an attempt at cultural change as prevailing structures, norms and values in the organizational culture must be made visible and managed for the gender equality perspective to be implemented at all levels. Purpose: The study aims to increase knowledge of how managers within two Swedish authorities interpret the organizational culture and a planned change in it. Method: The study was conducted with a qualitative method through semi-structured interviews with eight respondents, four from the Swedish Armed Forces and four from the Swedish Police Authority. Conclusion: Managers within both the Swedish Police Authority and the Swedish Armed Forces view their organizational cultures in a similar way. The two studied authorities in some cases see their organizational cultures as variables, possible to change and influence through leadership. In other cases, organizational cultures are seen as root metaphors, where change takes place through influence from society and when employees socially interact with each other. As the answers go in different directions, it can be stated that the two studied authorities end up somewhere in between the two approaches.

Made available in DSpace on 2016-04-25T16:44:36Z (GMT). No. of bitstreams: 1 Bianca Zapparoli Barbara.pdf: 1415802 bytes, checksum: b24f0ddec8a0c847e4f63ca627d2447b (MD5) Previous issue date: 2013-11-05 / This article seeks to identify the methods that can be used for cultural change in building a company cocreative, as well as obstacles faced in this process. The study analyzes the multinational GE Healthcare which gives the value creation overall strategy for ensuring greater access to the public health. As we used the theoretical model of strategic change Pettigrew, considerations of organizational culture Schein, Fleury and Deal and Kennedy, among others, and the four principles to Cocreate Prahalad and Ramaswamy. The method used was the case study, using the techniques of observation, analysis of internal and external content and half-structured opened interviews. The results indicated that the GE Healthcare Company owns an internal context that facilitated the use of a lot of mechanisms, due to its descentralized structure of power that enables a communication more efficient and also to have a culture opened for changes. The main challenge found by the organization was to provide a collaborative flow and to apply the new mindset between the administration and all cocriators inside the company / presente estudo busca identificar os métodos que podem ser utilizados para a mudança cultural na adoção de procedimentos cocriativos, bem como eventuais obstáculos enfrentados nesse processo. O estudo analisa a multinacional GE Healthcare que atribui à cocriação de valor a estratégia global que visa garantir mais acesso à saúde à população. Como embasamento teórico foi utilizado o modelo de mudança estratégica de Pettigrew, as considerações de cultura organizacional de Schein, Fleury e Deal e Kennedy, dentre outros autores, e os quatro princípios para Cocriar de Prahalad e Ramaswamy. O método utilizado foi o estudo de caso, valendo-se das técnicas de observação, análise de conteúdo interno e externo e entrevistas semiestruturadas abertas. Os resultados obtidos indicam que a empresa GE Healthcare possui um contexto interno que facilitou a utilização de diversos mecanismos, tanto pela estrutura de poder descentralizado que permite uma comunicação mais eficaz, quanto por possuir uma cultura aberta a mudanças. O maior obstáculo encontrado pela organização está em permitir um fluxo colaborativo e aplicar essa nova mentalidade entre a administração e todos cocriadores dentro da empresa

The main aim of my thesis is to evaluate the organizational culture of Top Advert, s.r.o. My work is divided into two parts. The first deals with the theoretical background to the issue and its description. The practical part is then focused on identifying the content of organizational culture through a questionnaire survey and a semi-structured interview. Based on the findings, measures are also proposed to improve the current situation.

Main subject of this Master's Thesis is organizational culture. Work defines main terms: definitions, components, structure, influences, function, typologies and methods of organizational culture content. Written inquiry, interview and documents content analysis were used to determine the present state of organization culture in Shell Czech Republic, icn. company. The target was to design necessary steps which should provide areas of organizational culture.

The theoretical part of this thesis describes the structure of organizational culture, organizational values, typology of organizational culture, the importance of organizational culture and its functions, sources of organizational culture and relation between organizational culture and corporate strategy. Based on these concepts, it defines the desired organizational culture and ways of achieving it. The practical part deals with organizational culture in a part of a chosen company. The goal of this thesis was to analyse organizational culture in this company division, identify its lacks and suggest solutions leading to desired culture type supporting an efficient functioning of the company.

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