Syfte: Tanken med detta arbete har varit att se hur en fusion med företag i fyra olika länder som deltagare påverkat en stor organisation som Nordea, undersöka vilka skillnader de olika kulturerna för med sig och vilka problem de orsakat i integrationsprocessen. Jag ville även jämföra vilka olika ledarstilar som existerade i de olika länderna och ta reda på om det påverkat chefernas ledarstil i Sverige. Även massmedians bevakning under integrationsprocessen undersöks för att se deras inställning till sammanslagningen. Metod: I denna uppsats har både sekundär- och primärdata använts. Jag har studerat vad andra skrivit om fusioner, kulturens påverkan och olika ledarstilar men jag har även samlat in egen primärdata genom intervjuer med två personer från Nordea. Sedan har jag jämfört resultatet av intervjuerna med teorin för att få en bra bild om hur fusionen och integrationsprocessen fungerat i Nordea. Resultat & slutsats: De olika kulturerna inkluderade olika ledarstilar i fusionen och en viss anpassning har krävts av cheferna för att samarbetet ska fungera. Det finns stora skillnader bland chefernas sätt att leda och detta har bekräftats i både teorin och empirin. Nordea har med sammanslagningen blivit en stor och attraktiv bank bland de svenska storföretagen, eftersom de nu och kan hantera nordiska affärer bättre än andra banker. Förslag till fortsatt forskning: En fusion mellan SEB och Nordea har diskuterats i media och det skulle ha varit kul att göra en jämförelse hur väl de två bankerna passar ihop och se vad resultatet visar. Att jämföra Nordeas sammanslagning med en annan större fusion skulle också vara kul för att verkligen se vad som gjorts bra respektive mindre bra i Nordeas fusion. Uppsatsens bidrag: Denna uppsats ger en förklaring till hur viktigt det är att ta hänsyn till kulturen i det andra företaget i en fusion. Att båda parter lär sig hur och varför de andra ledarna agerar som de gör. Detta är värdefullt för att kunna utveckla eller modifiera sitt eget beteende för att underlätta samarbetet. / Aim: The purpose with this assignment was to see how a merger with four different participants in four countries has affected a large organisation as Nordea. To see the differences in the culture and the problems they caused in the integration process. I also wanted to compare the different manager styles in the different countries and find out if they had an impact on the leadership style in Sweden. Even the mass medium survey during the integration process will be investigated to see their attitude towards the merger. Method: Both secondary- and primary data has been used in this paper. I have studied what other has written about the merger, culture affect and different managerial style which are secondary data. I have also collected my own primary data through interviews with two persons from Nordea. Afterwards I compared the results from the interviews with the theory to get a good understanding how the merger and integration process worked in Nordea. Result & Conclusions: The different cultures included different managerial styles into the merger and a certain adaptation was needed by the managers to make the cooperation work. There are big differences in the way managers leads and that has been confirmed in both theory and empirical studies. Nordea has by the merger grown and are now a big bank and attractive among the big Swedish companies, because they are now can handle Nordic affairs better then others banks. Suggestions for future research: A merger between SEB and Nordea has been discussed in media and it would be interesting to compare the two banks and see how well they fit each other and what the result could turn out to be. Comparing the Nordea merger with another big fusion would be interesting and make it possible to see what was made good and bad in the Nordea merger. Contribution of the thesis: This assignment gives an explanation on how important it is to consider the culture in the other company in a merger. It is important for both parts to learn how and why the managers’ act in the way they do, to be able to modify and develop their own behaviour to facilitate the collaboration.

Abstract Porsfelt, Dan (2001) Management trainee – Möten med förhinder. Written in Swedish with an English summary. ISSN: 1402 – 1544, ISRN: LTU - DT - - 01/24 - - SE, Institutionen för Arbetsveten-skap, Luleå Tekniska Universitet 2001:24. This doctoral thesis in Human Work Science is a study of the participants in a management trainee program, carried out in a large Swedish company in 1997-1998. The aim of the thesis is to formulate theory around the complexity of a secondary socialisation process where organ-isational culture is externalised and internalised and individual self-identities of leaders-to-be in organisations are developed. The thesis is based on an ethnographic description of the entry of six newly graduated economists into an organisation, called ‘Distro’, and their encounters with existing organisational cultures. The data material has mainly been gathered through par-ticipant observation in the everyday life in the organisation, but also in events outside the or-ganisational frame. An official pan-organisational culture with its related stories, cultures of the shop-floor and a managerial culture in the regional organisation are described, as well as the development of the self-identities of the management trainees in relation to these cultures. The partiality of the internalisation of the different organisational cultures and the conscious acting in contrast to aspects of the internalised managerial culture is emphasised and the great complexity of the transition- and socialisation processes in the specific case is pointed at. This complexity is most likely to exist also in similar cases. The complexity is understood as a room of differences or room of relations. A number of circumstances, demands, structures, possi-bilities, values and practices in relation to one another constructs a sort of zone for reflection and as a consequence also development, movement and action. This zone is labelled interspace. Interspace is thus, a theme that, in different forms, can be found in the previous descriptive chapters of the thesis. The interspace simultaneously makes learning and development of both individual and, in the end, the organisation, possible as it may hinder the individual objective career or that of a group. It is, as a consequence, important for individual or groups finding themselves in the interspace to try to manage the impression that the interspace does not exist. Management trainee programs as a social phenomenon is, finally, seen as an aspect of a pro-fessionalisation process on the work place level, and as a modern institution colliding with post-modern values in the elite groups normally recruited to such programs. Keywords: socialisation, internalisation, organisational culture, micro culture, subculture, leadership, management, trainee, management training, management learning, transition, self-identity, pro-fessionalisation Dan Porsfelt, School of Social Sciences, Växjö University, SE-351 95 VÄXJÖ, Sweden. E-mail: Dan.Porsfelt@svi.vxu.se

One of the challenges facing the education system in South Attica is a lack of the culture of teaching and learning. 1t is this challenge that prompted this research. The research investigated how the principal, as an instructional leader~ can restore the culture of teaching and learning in previously disadvantaged schools. A qualitative approach was used and three schools were selected in the Sambandou Circuit ofthe Northern Province. The research results showed that there are general and management factors that contribute to a lack of the culture of teaching and learning. Management factors include, amongst others, 1ack of staff development programmes and discipline. The general factors, on the other hand, include, amongst others, poor physical conditions and infrastructure in schools. In conclusion, the research recommended, amongst others, that principals conduct staff development programmes and supervise the work of educators and learners.

Contemporary organisations face a raft of challenges in coping with competing demands and rapidly changing environments. With these demands and changes comes the need for those within the organisation to be adequately skilled to meet these challenges both now and into the future. There is a growing concern that the rate of change is such that learning will not be sufficient and that individuals will need to be skilled in unlearning or letting go of past practice and behaviour. This research investigated individual unlearning as it applies in the workplace, and enabled the development of a process model of unlearning that provides specific indication of factors affecting unlearning during times of change. In particular, this thesis highlights the critical importance of elements of a more personal and affective nature; often referred to as "soft" issues. Six key factors at the level of the individual were identified as impacting unlearning; positive prior outlook, individual inertia, feelings and expectations, positive experience and informal support, understanding the need for change, and assessment of the new way. Two factors emerged from the organisational level that also impact unlearning; organisational support and training and history of organisational change. Many change efforts will fail because of lack of attention to individuals, how they unlearn and the level of feelings and expectations that accompany change. This research demonstrates that organisations must provide resources and education to provide both those in supervisory roles and those impacted by change with the necessary skills to unlearn and to embrace change at an individual level.

This study set out to explore the ways in which non-STEM academics, working within UK universities that had positioned themselves publicly as ‘entrepreneurial’ institutions, interpret and negotiate the related concepts of the entrepreneurial academic and university. The entrepreneurial university concept has become a ubiquitous theme in higher education and policy literatures in recent decades, having been described variously as an ‘idea for its time’ (Shattock, 2010) and the ‘end-point of the evolution of the idea of the university’ (Barnett, 2010, p.i). This research set out to interrogate some of the key ways in which this institutional form, and the corresponding concept of the entrepreneurial academic, have been discursively constructed by advocates in the UK and beyond. Further to this, the study aimed to collect narratives of experience from non-STEM academics employed by self-described ‘entrepreneurial’ universities, both to enquire into how they interpreted the ‘entrepreneurial paradigm’, and to invite them to report on how they felt that their university’s assumption of an enterprise mission had, or had not, influenced its organisational ‘culture’ and their subjectively experienced academic work-lives. The researcher’s interest in the relationship between enterprise discourse and the organisational ‘culture’ of universities stemmed from the apparent consensus within the scholarly and policy literature about the need for universities to develop an integrated ‘entrepreneurial culture’ (Clark, 1998, p.7)(Gibb, 2006b, p.2)(Rae, Gee and Moon, 2009) by pursuing a policy of ‘organisational culture change’, with culture here denoting ‘the realm of ideas, beliefs, and asserted values’ (Kwiek, 2008, p.115) which inhere within institutions. To this end, a series of semi-structured, interpretive interviews were carried out with participants from a range of non-STEM disciplines, working in a variety of university types in the UK. The researcher then employed a discourse-analytic method to delineate some of the ‘discursive repertoires’ that participants used to account for their professional practices, and report on their experiences in - and understandings of - the entrepreneurial university. What emerged from this analysis was a complex picture of ‘enterprise discourse’ within the contemporary university setting, as well as a general tendency amongst participants to adopt a position of ontological scepticism where the issue of ‘university culture’ was concerned. Further to this, it was determined that the ‘inclusive’ interpretation of entrepreneurialism typically employed by advocates for the paradigm had not generally been taken up by participants, for whom it was, for the most part, a phenomenon associated variously with ‘managerialism’, ‘market values’, ‘the business agenda’, ‘income generation’, ‘money making’, and the figure of the ‘individual, lone, romantic, heroic capitalist’. Additionally, where subjects were conversant in broader, more ‘social’ conceptions of academic entrepreneurialism, they typically reported that it was rarely articulated in the internal communications of their respective universities.

This study analyses the role of project management during strategy execution within the telecommunications environment in South Africa. The study is qualitative in nature and utilises semi-structured face-to-face interviews with participants. Content analysis is utilised from a data analysis perspective. For the cross-case analysis an adapted version of the Interactive Qualitative Analysis technique was utilised to complete this. This qualitative study found that there is a disconnect when utilising the project management discipline during strategy execution. This is due to a lack of corporate process ownership regarding the concepts under study. A further finding is that projects are selected based on financial viability even though a formal criteria is constituted for the selection of projects. Within this study, strategy execution results are achieved by applying dynamic processes when utilising the project management discipline. A project management based strategy execution framework will aid effective strategy execution in this regard. This research is a cross sectional study at a particular point in time and not a longitudinal study over an extended period. The study does not have extensive cause and effect, behaviour and additional informational characteristics for informed theory building over an extended period as with a longitudinal study. The study has been conducted across four cases within a specific industry. An extensive sample across different industries would have allowed for better generalisability. / Hierdie studie ontleed die rol van projekbestuur gedurende strategie-uitvoering in die telekommunikasie-omgewing in Suid-Afrika. Die studie is kwalitatief van aard en gebruik semi-gestruktureerde, persoonlike onderhoude met deelnemers. Inhoudsontleding word aangewend vanuit 'n dataontledingsperspektief. 'n Aangepaste weergawe van die interaktiewe kwalitatiewe ontledingstegniek is gebruik om die kruisgeval-ontleding te doen. Hierdie kwalitatiewe studie het bevind dat daar 'n onsamehangendheid is wanneer die projekbestuurdissipline gedurende strategie-uitvoering aangewend word. Hierdie is weens 'n gebrek aan korporatiewe proses-eienaarskap rakende die konsepte wat ondersoek word. 'n Verdere bevinding is dat projekte gekies word op grond van finansiële lewensvatbaarheid, hoewel formele kriteria saamgestel word om projekte te kies. In hierdie studie word strategie-uitvoeringsresultate bereik deur dinamiese prosesse toe te pas wanneer die projekbestuurdissipline aangewend word. 'n Uitvoeringsraamwerk vir 'n projekbestuurgebaseerde strategie sal effektiewe strategie-uitvoering help in hierdie opsig. Hierdie navorsing is 'n deursnee-studie op 'n bepaalde tydsduur en nie 'n longitudinale studie oor 'n uitgebreide tydperk nie. Die studie het nie 'n breedvoerige oorsaak en uitwerking, gedrags- en addisionele inligtingseienskappe vir ingeligte teoriebou oor 'n uitgebreide tydperk soos met 'n longitudinale studie nie. Die studie is oor vier gevalle in 'n spesifieke bedryf uitgevoer. 'n Breedvoerige steekproefneming oor verskillende bedrywe sou vir 'n beter veralgemening gesorg het. / Hierdie studie ontleed die rol van projekbestuur gedurende strategie-uitvoering in die telekommunikasie-omgewing in Suid-Afrika. Die studie is kwalitatief van aard en gebruik semi-gestruktureerde, persoonlike onderhoude met deelnemers. Inhoudsontleding word aangewend vanuit 'n dataontledingsperspektief. 'n Aangepaste weergawe van die interaktiewe kwalitatiewe ontledingstegniek is gebruik om die kruisgeval-ontleding te doen. Hierdie kwalitatiewe studie het bevind dat daar 'n onsamehangendheid is wanneer die projekbestuurdissipline gedurende strategie-uitvoering aangewend word. Hierdie is weens 'n gebrek aan korporatiewe proses-eienaarskap rakende die konsepte wat ondersoek word. 'n Verdere bevinding is dat projekte gekies word op grond van finansiële lewensvatbaarheid, hoewel formele kriteria saamgestel word om projekte te kies. In hierdie studie word strategie-uitvoeringsresultate bereik deur dinamiese prosesse toe te pas wanneer die projekbestuurdissipline aangewend word. 'n Uitvoeringsraamwerk vir 'n projekbestuurgebaseerde strategie sal effektiewe strategie-uitvoering help in hierdie opsig. Hierdie navorsing is 'n deursnee-studie op 'n bepaalde tydsduur en nie 'n longitudinale studie oor 'n uitgebreide tydperk nie. Die studie het nie 'n breedvoerige oorsaak en uitwerking, gedrags- en addisionele inligtingseienskappe vir ingeligte teoriebou oor 'n uitgebreide tydperk soos met 'n longitudinale studie nie. Die studie is oor vier gevalle in 'n spesifieke bedryf uitgevoer. 'n Breedvoerige steekproefneming oor verskillende bedrywe sou vir 'n beter veralgemening gesorg het. / Isifinyezo esiqukethe umongo wocwaningo Lolu cwaningo luhlaziya indima ye-project management ngesikhathi sokusetshenziswa kwesu kumkhakha wobuxhakaxhaka bokuxhumana ngezingcingo i-telecommunication eNingizimu Afrika. Ucwaningo ngolwenhlobo ye-qualitative kanti lusebenzisa ama-interview ahlelekile kodwa angenazihibe eziqinile, ukuqondana nalabo ababamba iqhaza ubuso nobuso. Kusetshenziswa inqubo yokuhlaziywa kwe-data lapho kuhlaziywa ingqikithi. Lapho kuhlaziywa nokuqhathanisa ama-case, kuye kwasetshenziswa ithekniki ebizwa ngokuthi yi-Interactive Qualitative Analysis ukuphetha lo msebenzi. Lolu cwaningo lwe-qualitative, luye lwathola ukuthi kukhona ukungaxhumani noma ukungahambelani phakathi kwe-project management kanye nesu ngesikhathi kusetshenziswa isu. Lokhu kungenxa yokusweleka kobunikazi kwinqubo ye-corporate maqondana nemibono okucwaningwa ngayo. Kanti futhi kubuye kwatholakala ukuthi amaprojekthi akhethwa ngkulandela ukuthi ngabe azongenisa imali yini ngisho noma kubekwe imibandela ethize ekukhethweni kwamaprojekthi. Kulolu cwaningo, imiphumela yesu lokusebenza ifezeka ngokusebenzisa izinqubo ezisebenza ngokuphezulo lapho kusetshenziswa inqubo ye-project management. Uhlaka olugxile ekusetshenzisweni kwe-project management luzosiza ekufakeni kahle kwesu lapho lusetshenziswa maqondana nalokhu. Lolu cwaningo luxhumanisa ukuqhathanisa eminye imikhakha yocwaningo ngesikhathi esithile kanti akulona ucwaningo olulandelelwa isikhathi eside. Lolu cwaningi alunawo umkhakha wembangela nomphumela, imibandela yokuziphatha kanye neminye imibandela yolwazi olungezelelwe ukwakha ithiyori esekelwe phezu kolwazi esikhathini socwaningo olulandelelwa isikhathi eside. Lolu cwaningo lwenziwe kuma-case amane kwimboni ethile eyodwa. Ukuthatha amasampuli ajulile ezimboni ezehlukene bekuzobe kusize ukuthi imiphumela ikwazi ukubonelela nokwengamela ngokunabile. / Business Management / D.B.L.

With the advent of knowledge-intensive economies, plus the ever-accelerating development of Information and Communication Technologies (ICTs), organisational knowledge has become the key driver of an organisation's value and ultimately, an important source of an organisation's sustainable competitive edge. Thus, numerous organisations have started to invest heavily in establishing knowledge management systems (KMSs). Subsequently, they wish to access knowledge from individuals in order to enhance their acquisition of knowledge and ultimately transform this into organisational knowledge. Even though existing research studies have evidenced extensively the intrinsic and extrinsic motivators of individuals' knowledge-sharing behaviour in organisations from diverse perspectives (e.g. organisational behaviour, sociology and psychology), individuals still seem inclined to hoard their knowledge, rather than share it with others in organisations. To this end, this research aims to investigate and identify essential elements related to individuals' knowledge-sharing behaviour within the complex context of the virtual organisation of Taiwanese Non-governmental Organisations (NGOs), comprising the whole system of Taiwanese Farmers' Associations, by integrating multilevel perspectives of individuals in organisations (the micro-level), workplace networks in organisations (the meso-level) and organisational culture (the macro-level).

The aim of the study was to determine whether there is a relationship between organisational culture and occupational health. The General Health Questionnaire and the South African Culture Instruments were used for this purpose. Structural equation modelling (SEM) was used for this purpose. The study focused on clarifying the two concepts and their impact on the organisation. The effects of general health factors were determined in the organisation under investigation. The existing organisational culture was also investigated. In conclusion, the assumption that occupational health can have an impact on organisational health, or vice versa, was confirmed. / Industrial and Organisational Psychology / MCom (Industrial and Organisational Psychology)

In this quantitative study, undertaken in a South African information and communications technology (ICT) company, dimensions of organisational culture (measured by the South African Culture Instrument) were correlated with the dimensions of work engagement (measured by the Utrecht Work Engagement Survey), to determine whether employees’ perceptions of organisational culture are related to their levels of work engagement. Structural equation modelling confirmed the factorial model of both measuring instruments, with most fit indices indicating the data to be a good or acceptable fit to the hypothesised model. Correlational analyses revealed a statistically significant positive relationship between each of the dimensions of organisational culture and work engagement respectively. Regression analyses showed that leadership, management processes, and goals and objectives make the strongest statistically unique contribution in predicting the dimensions of work engagement. Since work engagement has been shown to relate to several positive work outcomes, it makes sense for organisations to increase levels of work engagement by improving their organisational culture. / Industrial and Organisational Psychology / MCom (Industrial and Organisational Psychology)

This study is within the field of Industrial and Organisational Psychology. It focuses on the relationship between diversity management and organisational climate dimensions. The literature review indicates that most of the research conducted on these two concepts, diversity management and organisational climate investigated the concept diversity, not diversity management (Cox, 1993; Hicks-Clarke & Hies, 2003). This study specifically explores diversity management in a retail organisation. The empirical component of the study includes confirmatory factor analysis, reliability analysis and a correlational study investigating the relationship between diversity management and organisational climate. It was found that there is a positive and strong relationship between diversity management and organisational climate. Diversity management seems to correlate highly with the following climate dimensions: policies and procedures, discrimination, gender issues, equality in conditions of employment and employment equity. The results indicate that younger employees have more positive views regarding diversity management, and middle aged employees have less positive views regarding diversity management. / Industrial and Organisational Psychology / M. Admin (Industrial and Organisational Psychology)