The formal governance structure is more complex in trade unions than in many other organizations. Trade union researchers have drawn attention to the tensions between union administrative and representative systems and the fact that control in unions is bi-directional from leaders to members (through formal control systems), and from members to leaders (through democratic structures). This study has shown that the utilization of market orientation methods has the capacity to strengthen the administrative system without interfering with or being hindered by the representative system. The findings related to market orientation methods presented in this thesis are not of such a character that they can be deemed to be specific for trade unions. Therefore, as a general rule, market orientation methods need no trade union-specific adaptation to be utilized. The setting for this study is Sif, a major industrial white-collar trade union in Sweden. The change process of Sif described in the thesis suggests an increased degree of market orientation. The study has focused on two specific tools/techniques; The Sif Barometer - an annual membership satisfaction survey, and The Design Dialogue Methodology – an internally developed group interview method. These methods have contributed to an enhanced level of market orientation. Propositions for better contributions to strategic positioning and service innovation are presented in terms of design principles. An identified problem is that the potential for double-loop learning has been limited in the organization. Some propositions for enhancing double-loop learning are set out: Knowledge enhances learning: the utilization of market information requires knowledge among managers and employees about the instruments used to ensure accurate interpretations and utilization of the results acquired. Knowledge thus has a role in breaking down the barriers preventing accurate utilization of market information. Task alignment is a viable strategy for the creation of learning micro-climates:  Learning through the change of work behaviors is the core element of a task alignment strategy. Task alignment is a strategy targeting learning capabilities in the organization that is not only an approach for solving problems in the long term, but also an immediate response to tangible business problems. Action research may contribute to double-loop learning: The action research method has inherent change properties connected to its "learning by change" approach. Actors should consider the discrepancies between espoused theories and theories-in-use: Various political behaviors hampering double-loop learning have been traced. A broad level of participation and involvement of managers and employees during the development or adaptation of the market orientation instrument can enable open and trustful discussions for enhancing double-loop learning. / Diss. Stockholm : Handelshögskolan, 2005

Syftet med studien är att undersöka socialarbetares erfarenheter och upplevelser när deutsatts för sexuella trakasserier från sina kollegor, samt hur ledningen inom socialt arbetehanterar de rapporterade sexuella trakasserierna och vilka hinder och förutsättningar somfinns för att hantera det. För att undersöka socialarbetares upplevelser som utsatta användesnetnografi som metod medan intervjuer användes som metod för att få svar på hur ledningenhanterar sexuella trakasserier. Teoretiska utgångspunkten i studien är genusteori, skam- ochstigmateori samt ledning- och organisationsteori. Studien resultat visar att offret påverkasnegativt när de utsatts för antingen verbala eller fysiska sexuella trakasserier. Resultatet visaräven att socialarbetarnas omgivning reagerar negativt eller inte reagerar alls när de blirutsatta sexuella trakasserier. Från intervjuerna med cheferna visar resultatet att chefernautgår från arbetsplatser rutiner för att hantera sexuella trakasserier, vilket innebär att desamtala med både parter antingen tillsammans eller inte och sedan gör en utredning medhjälp av HR avdelning. Slutligen dras slutsatsen att verksamheter inom socialt arbete brister iförebyggande insatser mot sexuella trakasserier, och detta kan förbättras genom att ökadiskussionen och prata fritt om sexuella trakasserier på arbetsplatser. / The purpose of the study was to investigate social workers’ experiences of being subjected tosexual harassment from their colleagues. The purpose was also how social work managementhandle reports of sexual harassment and which obstacles and conditions exist to handle it.When studying social workers’ experiences of sexual harassment, the method of netnographywas used, while interviews were used to get answers about managements handling of sexualharassment. The theoretical basis for this study is gender theory, shame-stigma theory andmanagement-organization theory. The study’s results show that victims of verbal or physicalsexual harassment are affected negatively by it. They also show that the social workers’ socialsurrounding reacts negatively or do not react when the social worker has been sexuallyharassed. The interviews with managers shows that management follow workplace routinesto handle sexual harassment, which means having a meeting with both parties together orseparate and starting a investigation with the help of the HR-department. Finally, theconclusion is that social work agencies lack preventive measures that deal with sexualharassment, such preventive measures could be to have more discussions about sexualharassment and to allow an open climate in which it can be talked about.

Syftet med denna magisteruppsats har varit att utforska hur Covid-19 pandemin har påverkat ledarskapet och organisationens riktning.    Covid-19 pandemin har påverkar olika delar av ledarskapet. Resultaten visar tydligt att chefer känner sig överbelastade eftersom de måste hantera många administrativa uppgifter och alternerande möten. På grund av brist på tid och balans mellan arbete och privatliv har förmågan att ha en helhetssyn, tolka och ta in perspektiv utifrån och in och inifrån och ut varit en utmaning för ledarna. Resultatet indikerar även på behovet av tydliga kommunikationskanaler mellan ledarna, de anställda och deras kunder om vilka åtgärder som krävs för att anpassa sig till den nya situationen som pandemin har medfört.   Under pandemin har organisationerna tvingats att vidta snabba åtgärder baserat på föreskrifterna och begränsningarna från Folkhälsomyndigheten och regeringen. Etablerade digitala kanaler har använts men nya digitala kanaler har behövts identifieras för att skapa interaktion och relationer inom organisationen samt med kunderna.   Den snabba omvandlingen till den digitala världen har påverkat organisationens riktning att tänka annorlunda, vara mer flexibel och anpassningsbar till nya oväntade förändringar, såsom pandemin. Organisationerna har använt nyckelindikatorer för att identifiera och få en tydlig bild av hur pandemin har påverkat organisationens riktning internt och externt gentemot sina kunder. Denna nya digitala omvandling har också tvingat kunderna att gå in på nya digitala plattformar och interagera online med organisationerna. Den nya digitala medvetenheten från kunderna har framkallat nya digitala krav och tjänster som i sin tur har resulterat i behov av nya digitala självservice tjänster och en högre och starkare digital kompetens från organisationens kundtjänst.   En bidragande diskussion till organisationerna och samhället är att hänvisa till begreppet lönsamhet som en värdeskapande effekt som är hållbar över tid, kopplad till tre element: ledarskap, organisationens riktning och kundbehov. / The purpose of this thesis has been to explore how the Covid-19 pandemic has affected the leadership and the direction of the organization.   The Covid-19 pandemic has affected various parts of the leadership. The results clearly indicate that managers feel overloaded since they have to handle a lot of administrative tasks and alternating meetings. Due to lack of time and balance between work and private life, the ability to have a holistic view, interpret and take in perspectives from outside-in and inside-out has been a challenge for the leaders. The results also indicated the need for clear communication between the leaders and the employees and their customers about what actions are required in order to adapt to the new situation that the pandemic has imposed.   During the pandemic the organizations were forced to take fast action based on the regulations and restrictions from the Public Health Agency and the government. Established digital channels were used but new digital channels had to be identified to create interaction and relations within the organization and with the customers.  The fast transformation to the digital world has affected the direction of the organization to think differently and be more flexible and adaptable to new unexpected changes, such as the pandemic. The organizations have used key indicators to identify and get a clear picture of how the pandemic has affected the direction of the organization internally and externally towards its customers. This new digital transformational shift has also forced the customers to enter new digital platforms and interact online with the organizations. The new digital awareness from the customers has induced new digital requirements and services which in turn have resulted in the need for new digital self-services and a higher and stronger digital competence from the organizations customer service.   A contributing discussion to the organizations and to the society is to refer to the concept of profitability as a value-creating effect sustainable over time, connected by three elements: leadership, direction of the organization and customer need. / <p>2021-06-06</p>