Försvarsmakten är en av Sveriges största myndigheter och har i uppgift att verka som landets försvar. Studien genomfördes genom ett samarbete med Försvarsmakten i Halmstad med syftet att belysa på vilket sätt Försvarsmakten i Halmstad arbetar för att främja de anställdas fysiska aktivitet för att de skall uppnå grundnivån enligt Försvarsmaktens Fysiska Standard. Syftet var även att studera de anställdas träningsvanor samt vilka faktorer som de upplever kan påverka deras benägenhet till att träna på arbetstid ur ett hälsoteoretisktperspektiv. Enkäten skickades ut till 325 anställda på Försvarsmakten i Halmstad, samt genomfördes tre intervjuer med tre anställda vilka arbetar med fysisk aktivitet. Resultatet från enkäten visade att den främsta anledningen till att de flesta som inte tränade på arbetstid inte gjorde det var på grund av hög arbetsbelastning och tidsbrist. Resultatet från intervjuerna visade att stor oro förelåg inför hösten 2018 då bemanningen ökar eftersom de redan har trångt med utrymmen och inte kommer räcka till för att främja och stötta alla som kommer att behöva det. Konklusion för studien kan dras som sådana att Försvarsmakten arbetar aktivt för att främja fysisk aktivitet, däremot bör det arbetas mer för att öka ett tillåtande och öppet klimat, där dialog uppmanas. Det föreslås att FM bör se över sin nuvarande hälsokultur och vidare genom hälsofrämjande arbete komplettera dess nuvarande arbete samt värna om de kulturer som faktisk kan främja fysisk aktivitet. / The Swedish Armed Forces is one of Sweden’s largest authorities and has the task of acting as the country’s defense. The study was conducted through a cooperation with the Swedish Armed Forces in Halmstad with the aim of illustrating the way in which the Swedish Armed Forces in Halmstad work to promote the physical activity of the employees in order to achieve the basic requirements according to the Swedish Armed Forces Physical Standard. The aim was also to study the employee’s training habits and which factors they perceive could influence their tendency to train during working hours via a health theoretical perspective. The survey was sent out to 325 employees at the Swedish Armed Forces in Halmstad, three interviews were conducted with three employees which work with physical activity. The result from the survey showed that the main reason why most employees don’t train during working hours were because of high workload and time constraints. The result from the interviews showed that great concern exist fore the fall of 2018 when more employees will come with already narrow spaces and they won’t be enough to promote and support everyone who will need it. In conclusion the study can prove that the Swedish Armed Forces in Halmstad work actively to promote physical activity, although they should work to increase a more accepting and open climate, were dialogues are encouraged. It is suggested that the Swedish Armed Forces in Halmstad should look over their current health culture and further through health promotion complement the work that exists now, but also nurture the actual cultures that promote physical activity.

The aim of this study was to find the relationships between leadership style, organisational culture and organisational performance and subsequently develop a conceptual framework for enhancing Organisational Performance through the linkage between Leadership style and Organisational Culture in the public sector, in the South African Police Service (SAPS). Many of the previous studies have explored the direct relationship between specific culture domains and a specific performance measure and researchers have paid attention to mediators and moderators of the link between organisational culture and performance only in private sectors. According to the literature, leadership style and organisational culture have been independently linked to organisational performance (Ogbonna & Harris, 2000; Denison & Mishra, 1995; Xenikou & Simosi, 2006; Cameron & Quinn, 2011). All these authors focused on the effect of organisational culture and leadership style on organisational performance in the private sector. In order to achieve the research aim and objectives extensive an intensive literature review of the relevant and current literature was done. The mixed methods approach was applied. Data was collected by the use of self-administered questionnaires for the quantitative data and in-depth interviews and observations for the qualitative data. Regression analysis was used to investigate the relationships between the key study variables and more importantly the mediating and moderating effect on the effect of leadership style on organisational performance. The results of this study indicated that the transformational leadership style does not have a direct effect on organisational performance but rather through organisational culture as a mediating and moderating variable. It was also found that transformational leadership style and organisational culture affect each other. The implication was that leaders should cultivate an organisational culture which is conducive to work in order to enhance organisational performance. / Business Management / D.B.L.

This research explores the relationship between organisational climate and job satisfaction in an Information and Communication Technology (ICT) organisation within South Africa by means of quantitative research. An organisational climate questionnaire was developed to measure the organisational climate and job satisfaction of the organisation and was administered to a sample of 696 employees across three regions. The results indicate that there was a strong positive correlation (0.813 at the 0.01 level) between organisational climate and job satisfaction, therefore supporting the research hypothesis. A stepwise regression was conducted and nine dimensions of organisational climate were found to predict 71% variance in job satisfaction. The interaction of biographical and organisational variables on organisational climate and job satisfaction was studied by means of t-tests and ANOVA. Although statistical significant differences were found, in terms of practical significance, the effect sizes were generally found to be small. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

This ethnography was undertaken in an AIDS hospice with the objective of understanding the functioning of the Centre holistically, including the experiences of the patients and the role of the Centre in the fight against HIV/AIDS. Organisational anthropology in a clinical setting involved gaining entry and rapport with the staff and patients. The methodology included interviewing and observation. The personnel structure and leadership of the Centre were explored, revealing communication, power and management relations that shape the organisational culture. The staff’s attitude towards their jobs and their commitment to assisting those suffering from AIDS revealed the underpinnings of the organisation. The care that patients receive at the Centre was examined along with adoption of the children and the effects of stigmatisation surrounding HIV/AIDS and its impact on patients and their families. The meaning of illness for patients and their sick role as well as the impact of death from HIV/AIDS are exposed. / Anthropology and Archaeology / M.A. (Anthropology)

The objective of this study was to determine (1) if there is a difference between Baby Boomers, Generation X and Generation Y employees’ perceptions of organisational culture and if so, (2) to determine if generational sub-cultures are formed within an organisation as a result of these different perceptions. A quantitative research design was chosen, and employees (n = 455) in a large South African information and communication technologies (ICT) sector company, selected through proportionate, random, stratified sampling, completed the South African Culture Instrument (SACI). Descriptive and inferential statistics were used to analyse the data, and the results of this study indicate that generational sub-cultures can be identified in the organisation, based on significantly different perceptions of five of the seven dimensions of organisational culture examined. This study therefore contributes to the body of knowledge on organisational culture and the formation of sub-cultures at a generational level and can be used to enhance organisational talent and management strategies. / Industrial and Organisational Psychology / M.Com. (Industrial and Organisational Psychology)

One of the challenges facing the education system in South Africa is a lack of the culture of teaching and learning. It 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 of the 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, lack 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 / Educational Leadership and Management / M. Ed. (Education Management)

The purpose of this study was to determine whether organisational restructuring of business units within a South African Fast Moving Consumer Goods company had any effect on the organisational climate of the organisation. An organisational climate survey was used before and after the restructuring over a two-year period. Five manufacturing plants formed part of the study; with four plants undergoing the restructuring (experimental group) and one plant being the control group, where no organisational restructuring took place within the two-year period under review. The total population consisted of 3700 employees. The samples for 2010 and 2011 were drawn from the population of the five manufacturing plants’. The sample of employees that took part in the survey from the five manufacturing plants was, in 2010, 778 versus a headcount of 1802, yielding a response rate of 21.02%, and in 2011, 904 versus a headcount of 1736, yielding a response rate of 24.43%. The research results show that organisational restructuring did have a significant impact on organisational climate; with a drop in the organisational climate from 2010 prior to the organisational restructuring, to 2011 after the organisational restructuring at four of the manufacturing plants (experimental group). Interestingly, the control group (the 5th manufacturing plant) also showed a significant drop in its organisational climate scores from 2010 to 2011; without organisational restructuring taking place. / Industrial and Organisational Psychology / MCOM (Industrial and Organisational Psychology)

The purpose of this study is to examine and investigate the party culture that exists within the political youth association Liberala Ungdomsförbundet, connected to the liberal party of Sweden- Liberalerna. Using data from seven semi-structured interviews and a text analysis of the magazine of the organization I describe the current party culture found in it. In analysing the material I use the toolkit brought forward by Rauven Kahane aimed to understand youths with post-modern values. This toolkit, called the Code of Informality, is used together with previous findings regarding the mother party made by Katarina Barrling made in her thesis “Partikulturer” from 2004. I find the party culture of the youth party to be rather similar to that of their mother party with some minor differences. The differences in culture can partly be understood as expressions for the post-modern values of youths introduced by Kahane.

The main aim of this research is to relate the theory of ISD discussed in Hirschheim’s and Klein’s article ”Four Paradigms of Information Systems Development” (ISD) to Churchman’s theory of ISD discussed in his book ”The Design of Inquiring Systems”. It has been important to relate those two assumptions of ISD in order to enhance both of them and to get a more explicit understanding of ISD. The main hypothesis in this research has been that it is possible to relate them to each other and to clarify and enhance them since they are both based on philosophical assumptions of knowledge generation i.e. epistemology. Epistemological and ontological aspects of knowledge generation and nature of societies are very important for understanding of IS since knowledge transfer is more and more common because of ICT development. The synthesis of those two well-known approaches to ISD is the main contribution of this research master thesis. The other contributions are the solution for double-loop learning through multi-agent system development and the solution for developing sustainable network societies through peer-to-peer networking combined with centralised networking functioning as a library. I also have given an explicit explanation of the differences between monism (holism) and pluralism, in this case regarding to Leibniz’s and Locke’s philosophical views. Singerian epistemology has been generated from his explanation of insufficiency of either rationalist or interpretative approaches for explanation of natural laws and this is also one of my contributions in this research. I also recommended a complementary use of the rationalist, empirical and interpretative research methodologies for research in theoretical, experimental, applied and social science fields. It has been also examined which methodologies are predominating at universities offering degrees in social informatics and it has appeared that on the most of universities offering degree in social informatics, proper research methodologies for studying societies are used what had been expected.

Bakgrund: Eftermarknadsservice har både i tidigare forskning och praktiken länge setts som en svårkontrollerad funktion och även ett nödvändigt ont. Som en potentiell källa till konkurrenskraft genom innovation, marknadsföring, ökad kundnöjdhet och lönsamhet ställer vi oss därför frågan varför företag inte lyckas uppnå eftermarknadsservicens fördelar. Hur ser man egentligen på eftermarknadsservice? Kan det vara så att man inom företaget inte är ense om vad eftermarknaden ska bidra med? I så fall, vad beror det på, och vad får det för konsekvenser förföretaget? Syfte: Studiens syfte är att beskriva och skapa djupare förståelse för eftermarknadsservice och dess roll för olika funktioner inom företaget - samt att utreda vad deras syn beror på samt vad det får för konsekvenser. På så sätt syftar studien till att i förlängningen bidra med ny kunskapom vad det är som skapar de problem eftermarknaden upplever och hur dessa kan undvikas. Metod: Studien är av kvalitativ karaktär och utgår från ett hermeneutiskt perspektiv. Frågeställningar besvaras genom empirisk data som fåtts via djupgående intervjuer och egna observationer på det utvalda fallföretaget. De utvalda respondenterna innehar funktioner såsom direktör, eftermarknadschef, kundservicechef, produktchef, servicemedarbetare och servicetekniker. Slutsats: Olika funktioner inom företaget har olika syn på vad eftermarknadsservice ska bidramed. Till stor del ser de anställda hur eftermarknaden ska bidra till deras egen funktion och saknar helhetsperspektiv på dess potential. Detta identifierar vi som ett problem då konsekvensen blir att företaget går miste om funktionens potential som drivare av både kundnöjdhet, marknadsföring, innovation och lönsamhet. Vidare indikerar våra resultat att den enkelsidiga syn på eftermarknadsservice som finns i huvudsak beror på tre faktorer. Dels företagskulturen som bör underbygga gemenskap och vara öppen för förändring, dels hur man delar och integrerar kunskap för att inte gå miste om humankapital i form av tyst kunskap och slutligen hur organisationens struktur ser ut i grunden för att underbygga dessa andra aspekter. / Background: After Sales Service is a disputed function which in practice and former research has been viewed upon as difficult to control and as a necessary evil. As a potential source of competitiveness through innovation, marketing, increased customer satisfaction and profitability we asked ourselves why businesses does not reach the true benefits of after sale services. How does different functions within the company view aftersales and its roll? Are there different views on what aftersales services should contribute with? And if that is the case, why is that and what are the consequences for the company? Purpose: The purpose of the study is to contribute to a deeper understanding of after sales services and its roll for different functions within the company. Further more to examine what different views are based on and what the consequences of this are. Through this, the study aims to by extension contribute to the understanding of what creates the troubles aftersales services are experiencing and how to mitigate them. Research method: The study is based on a qualitative research method with a hermeneutic approach. The research questions are answered through empirical data collection through interviews and observations at the chosen case company. The chosen respondents interviewed are the general manager, the aftersales service manager, the customer service manager, the product manager and several service employees and technicians. Findings: Different functions within the company have different views on what the aftersales should contribute to. In a big sense the employees see more to their own function and lacks a lager perspective on the potential of after sales services as a whole. We find this troublesome though it leads to that the company misses out on some of the potential after sales services can bring as a driver of customer satisfaction, marketing, innovation and profitability. Further more, our results indicates that the one-sided perspective on the function could depend on three different factors. Firstly the organisational culture which should support community and be open to change. Secondly how the company is sharing and integrating knowledge to decrease the loss of tacit knowledge, and lastly what the base of the organisational structure is to support these aspects.