<p>Denna kandidatuppsats söker att förklara vilken typ av effekter en fusion kan ha på en organisationskultur. För att genomföra en analys av fusionens effekter krävs att organisationskulturen sonderas och därmed kan användas som grund. Vi har valt att arbeta med Fläkt Woods eftersom de genomgick en fusion 2002 då det svensk-brittiska företaget föd-des.</p><p>Arbetet fullföljdes genom en kvalitativ vinkel i form av en fallstudie. Sex djupgående intervjuer genomfördes med chefer och chefsassistenter på Fläkt Woods enheter i Enköping, Jönköping och Växjö.</p><p>För att kunna blottlägga paradigmen, och därigenom skapa en förståelse för de underliggande värderingar som utgör en kultur, användes Cultural Web. Vi valde sedan att applicera Results of Cultural Integration (RCI)-modellen för att vidare förklara effekterna av fusionen. Som stöd för dessa modeller har vi använt oss av teorier om den kulturella integrationsprocessen och hur man, genom tre instrument, stödjer denna process.</p><p>Resultatet av vår undersökning av paradigmen, som är representativt för organisationskulturen, pekar mot en atmosfär som omfattar positiva attityder, demokratiska beslutsförfarande, framtidsfokus och trygghet.</p><p>Fusionen påverkade organisationskulturen genom att starta en pågående transformationsprocess. Detta är synligt då Enköping, Jönköping och Växjö för tillfället befinner sig i olika faser i denna process. Växjö utövar mycket samarbete med den brittiska delen av företaget och upplever därför kulturen som mer enhetlig än vad Enköping gör, där samverkan med Colchester är närmast obefintlig. Enheten i Jönköping har nått ett mellanliggande stadium eftersom de dels håller kvar sin egen kultur, men genom den ökande interaktionen med Woods utsätts för nya aspekter av organisationskulturen.</p><p>Vi tror att Fläkt Woods organisationskultur kommer att fortsätta att förändras till de olika enheterna är mer synkroniserade. Förvandlingen mot en ny Fläkt Woods-kultur kommer inte att avstanna förrän Enköping och Jönköping har nått det stadium som Växjö befinner sig i för tillfället, och därmed börjar anamma den nya kulturen i en större utsträckning. Det ska dock noteras att eftersom ägarna till Fläkt Woods, Compass Holdings, inte har pressat högsta ledningen att medvetet arbeta med frågor som rör organisationskulturen så kommer integrationsprocessen att ta längre tid än om frågan hade varit av högre prioritet</p> / <p>This bachelor thesis aims to explain the area of how a merger can affect a corporate culture. In order to do this, the corporate culture needs to be explored to found a basis for the analysis of the merger effects. We have chosen to work with Fläkt Woodsas they took part of a merger in 2002 where the Swedish-British company was founded.</p><p>The work was carried out with a qualitative approach, in the form of a case study. We performed six in depth interviews, with managers and managers’ assistants at Fläkt Woodssites in Enköping, Jönköping and Växjö.</p><p>In order to uncover the paradigm, and thus understand the underlying assumptions of the culture, we used the Cultural Web. To further explain the effects of the merger, an application of the Results of Cultural Integration (RCI)-model was performed. To support the analysis we used theories on the cultural integration process as well as on how to support the integration process through three instruments.</p><p>The results of our investigations of the cultural paradigm, which we hold as representative for the corporate culture, pointed toward an atmosphere which comprised positivism, democracy, focus on the future and safety.</p><p>The merger affected the corporate culture by starting off an ongoing transformation process. This is visible as Växjö, Jönköping and Enköping are currently in different phases in the process. Växjö cooperate the most with the British unit situated in Colchester and thus experiences the culture as more unified than Enköping does where no interaction with England takes place. The site in Jönköping has reached an intermediate stage as they are partly clinging on to their own culture but at the same time, through the increasing interaction with Woods, are exposed to new aspects of the corporate culture.</p><p>We believe that the corporate culture of Fläkt Woodswill continually change until the sites are more in tune with each other. The transformation towards a new Fläkt Woodsculture will not stop until Enköping and Jönköping have reached the stage that Växjö is currently in, and thus start to embrace the new culture to a larger extent. However, as the owner of Fläkt Woods, Compass Holdings, has not put any pressure on the top management to consciously work with the issues of corporate culture, the integration process will take longer than if the matter was of higher priority.</p>

Thesis (Ph.D.)--Victoria University of Wellington, 2009. / Includes bibliographical references.

Thesis (M.B.A.)--Naval Postgraduate School, December 2003. / "MBA professional report"--Cover. Thesis advisor(s): Leslie E. Sekerka, Leslie Berkes. Includes bibliographical references (p. 91-93). Also available online.

Not available / text

published_or_final_version / abstract / toc / Real Estate and Construction / Doctoral / Doctor of Philosophy

published_or_final_version / Business / Doctoral / Doctor of Philosophy

No description available.

Mergers and acquisitions (M&amp;A) are one of the fastest strategic options that companies choose to face the global competitive market. However, previous researches have highlighted the high rate of failure among M&amp;A. In fact, the merging companies have to face the issue of cultural differences which is one of the common reasons of M&amp;A failure, reinforced when it comes to cross-borders combinations. Indeed, both partners incorporate in the new merged company the national and the corporate cultures. So, in order to be successful, the leaders have to consider the importance and the influence of these issues meticulously during the post-merger integration process; at the same level as the synergies, business performance and profit improvement. In order to have a better understanding of the corporate culture mismatches issues, we will present first in the theoretical part three major sections: the merger and acquisition context, the corporate culture and its concepts and finally the leaders‟ role within the M&amp;A integration process. The second part will be illustrated by two case studies: the Daimler-Chrysler (a failure) and the Cloetta Fazer (a success) mergers. The first case represents the complexity that leaders can meet in any international merger. It is the typical frame where the cultural issues have been underestimated. On the other hand, Cloetta Fazer is one of the successful mergers that can be taken as a reference for managers in future merger integration. In that case, the pre-merger phase played an important role in the integration process because each aspect of the cultural differences was identified and a new and shared corporate culture was implemented.

This research study examines the Job involvement among staff in the Faculty of Health Science, University of KwaZulu-Natal. The researcher conducted a literature review on how involved staff are in the their job, great turnover, remuneration and benefits. In a time where costs are mounting, budgets are shrinking and personnel shortages are common, it is increasingly important to provide a positive work situation to ensure work stability. Research indicates that job involvement and satisfaction are of a paramount importance to employees. This study examined the association of job involvement, job satisfaction, organizational culture and organizational commitment among staff in the Faculty of Health Science. The findings highlight the significance of these variables in relation to job involvement. This study revealed that staff are adequately pleased with their jobs, but continuously seek greener pastures, ensuring an increase in staff turnover. This has financial repercussions on the Schools as well as the Faculty at large. This study provides vital information and practical recommendations have been made.

Leadership and management can and should be differentiated. The differentiation gives insight in the nature of organisational practices, dynamics and cultures. By differentiating between management and leadership the need for leadership development to compliment the well established training practices of management skills and techniques, becomes clear. The focus on leadership development can furthermore be seen in the context of new challenges that organisations have to face. Challenges that need to be understood in a global context as well as new thinking paradigms that emerged in recent years . A holistic and transdisciplinary approach is followed in researching the challenges. Systems and complexity theories are essential to new understanding of organisational dynamics and change. The psychological dimension of working practices as a legacy from the industrial age is also reviewed in the study. The need to overcome the fragmentedness that we suffer from in the modern world is recognised. The research was taken to the practice field where interview data was collected. Here, the focus was on the experience, or lack of it, of leadership with regard to various processes in organisations. The need for leadership development and a process to facilitate such development came out strongly in the quantitative research. Promotion and successful development of leadership will, in the end, have an impact on the organisational culture. The process that is proposed for such development and change make use of the theories that are highlighted in the study. Concepts that are central to the study are: Holism, process, relationships, leadership development and culture. / Thesis (M.B.A.)-University of Natal, Durban, 2003.