Every organization goes through the same lifecycle. Through every step in the transformation to a better organization the communication structure changes. In this report there are examples of the communicational disadvantages that is connected to the communicational structure.By choosing to not have a formal communicational design, the manager takes a risk in spreading the information, the interaction, the control and the balance in creativity and constraint.This case organizations problem is that some parts of the organization has made more progress in the communicational structure than other parts. In this case the Collectivity structure has met the Formalized structure.Tha structural differences has came to affect the way of sharing information and it has become a situation where the information about the products is not stored in a safe way from a quality point of view. There is a gap between the two different ways of communicate.In this report I have created a model to identify problems in the communication structure. This is a tool to study the rest of the organization. This model is general and may be used on any organization. / En organisation genomgår olika livscykler. Genom varje steg i utvecklingen förändras organisationens kommunikationsstruktur. I den här rapporten finns exempel på de kommunikativa brister som uppkommit på grund av brister i den kommunikativa strukturen.Genom att inte ha en kommunikationsdesign för den formella kommunikationen utsätter ledningen organisationen för risker i informationsspridning, interaktion, kontroll och balans.Den studerade organisationen har kommit obalans genom att vissa avdelningar har kommit längre i sitt arbete med att formalisera och strukturera sitt arbete, medan andra avdelningar inte har haft samma strukturella utveckling. Interaktionen mellan dessa avdelningar har därför blivit en kommunikativ kulturkrock, där den Kollektiviserade strukturen möter den Formaliserade strukturen.De strukturella skillnaderna genomsyrar även avdelningarnas arbetssätt och innebär en brist ur kvalitetssynpunkt, då de båda strukturerna inte är överlappande.I rapporten har även en modell för att identifiera kommunikativa brister framtagits, för att caseföretaget ska kunna arbeta vidare med andra delar av organisationen och utreda sin kommunikativa struktur ytterligare. Modellen är av allmän karaktär och kan appliceras på en godtycklig organisation.

Purpose: The purpose of this thesis is to investigate Stena Metall’s values and how they are communicated within the organization. Background: In the Fall of 2008, the world was shocked by the worst financial crisis in decades. The crisis had deep effects on the Swedish economy, and many companies suffered heavily. The recycling and environmental service company Stena Metall experienced their first negative result in 30 years, and 900 employees had to leave the company. An action program, including an altered culture was established with the purpose to adapt the operations to the new business environmental conditions. Values, which are a part of the organizational culture, were decided to be an important part of the change. To implement these in the entire organization a well-structured communication process is needed. Within these subjects; values and communication, a qualitative study at Stena Metall has been conducted. Method: To fulfill the purpose, a qualitative method has been used. Thirteen interviews were conducted to collect data from different levels of the organization. The interviews were designed differently based on the employee’s level of responsibility in the organization. The theoretical framework used when analyzing the empirical material includes earlier research in the areas of culture, with emphasis on values, and communication. Conclusion: Two set of values have been identified, core values and aspiration values. The findings indicate a gap in the communicational process at Stena Metall. Part of the new information communicated about Stena Metall´s values is lost on its way from the management to the lower levels in the organization. The perception of what the values mean, both core and aspiration values, differs depending on level in the organization.

¡mAbstract¡n This research examines six presses of Kaohsiung journalists', China Times, Liberty Times, United Daily News, Taiwan Times, Taiwan Shin Wen Daily News, and Public Daily News, the intra-organization media usage for Media Richness and Social Influence Model. It tests four media which are face to face, telephone, e-mail, and written document, and tests which one is suitable for Kaohsiung journalists use in formal communication and informal communication. The result is that the most journalist use face to face as their intra-organization media. Not only testing media usage, this research is also examining the prediction of media usage by Media Richness and Social Influence Model. The result is except downward communication media usage which lacks sufficient samples, the other communication flows' media usage prediction are Media Richness explanation of predicting media usage is better than Social Influence Model. For each press, face to face is the main choice for six presses' journalists in upward communication, horizontal communication and downward communication flow. However, United Daily News' journalists use written document as the main media in informal communication, but the other presses' still use face to face The finding in formal and upward communication, the prediction of media usage by Media Richness and Social Influence Model in Liberty Times doesn¡¦t have significant level. Meanwhile, Liberty Times and Taiwan Shin Wen News' prediction of media usage in horizontal communication don¡¦t have significant level. At last, there are only Liberty Times and Public Daily News's media usage prediction have significant level in informal communication. Keywords:intra-organization, media usage, face to face, telephone, e-mail, written document, formal communication, informal communication, upward communication, horizontal communication, downward communication, Media Richness, Social Influence Model.

<p><strong>Purpose: </strong>The purpose of this thesis is to investigate Stena Metall’s values and how they are communicated within the organization.</p><p><strong>Background: </strong>In the Fall of 2008, the world was shocked by the worst financial crisis in decades. The crisis had deep effects on the Swedish economy, and many companies suffered heavily. The recycling and environmental service company Stena Metall experienced their first negative result in 30 years, and 900 employees had to leave the company. An action program, including an altered culture was established with the purpose to adapt the operations to the new business environmental conditions. Values, which are a part of the organizational culture, were decided to be an important part of the change. To implement these in the entire organization a well-structured communication process is needed. Within these subjects; values and communication, a qualitative study at Stena Metall has been conducted.</p><p><strong>Method: </strong>To fulfill the purpose, a qualitative method has been used. Thirteen interviews were conducted to collect data from different levels of the organization. The interviews were designed differently based on the employee’s level of responsibility in the organization. The theoretical framework used when analyzing the empirical material includes earlier research in the areas of culture, with emphasis on values, and communication.</p><p><strong>Conclusion: </strong>Two set of values have been identified, core values and aspiration values. The findings indicate a gap in the communicational process at Stena Metall. Part of the new information communicated about Stena Metall´s values is lost on its way from the management to the lower levels in the organization. The perception of what the values mean, both core and aspiration values, differs depending on level in the organization.</p>

Made available in DSpace on 2016-08-03T12:31:13Z (GMT). No. of bitstreams: 1 Katia Perez.pdf: 1252060 bytes, checksum: 206ad077341f3b413fa28fc6381ba825 (MD5) Previous issue date: 2010-04-20 / Conselho Nacional de Desenvolvimento Científico e Tecnológico / The organizational grapevine has been studied since the World War II in the United States. In Brazil, this communication process has gained prominence in late 1970 with the labor movements looking for democratic forms of communication during the military regime. The formal face-to-face communication began to be practiced in organizations in the mid-1990s with the arrival of new models of international business management. Based on the study of both grapevine and formal face-to-face communication, by bibliographic research and in-depth interviews with academics and professionals from different fields of knowledge, it was possible to describe their histories, attributes and roles in organizations nowadays, and how these two forms of face-to-face communication (formal and informal) interact with each other, according to personal or organizational interests.(AU) / A rádio-peão é estudada nos Estados Unidos desde o período pós II Guerra Mundial. No Brasil, este processo comunicacional ganhou relevância no final da década de 1970 com os movimentos operários que buscavam formas democráticas de diálogo, durante o regime militar. Já a comunicação formal face a face começou a ser praticada nas organizações brasileiras em meados dos anos 1990, com a chegada de novos modelos internacionais de gestão empresarial. Ao estudar estes dois formatos de comunicação, através de pesquisas bibliográfica e documental e entrevistas semi-abertas com acadêmicos e profissionais de mercado de diferentes áreas de conhecimento e atuação, foi possível um aprofundamento acerca de suas histórias, atributos e papéis desempenhados hoje, nas organizações, além de como essas formas de comunicação face a face (formal e informal) interagem entre si, de acordo com interesses pessoais ou organizacionais.(AU)