<p><strong>Abstract</strong></p><p>Skanska Sweden has decided to split the organization that earlier handled both large and small projects into two different subsidiaries. A consequence of this is that all construction service handling will from now on be enforced under the name Skanska Direkt AB. The management of Skanska sees this as an opportunity to develop the organization and in the long term achieve higher earnings.   </p><p>The task which Skanska in connection with the reorganization wanted to be investigated was a proposal on how the organization of work with the insurance work in the future should look like.</p><p>The organization that is handled is from production manager to professional workers and includes damage handling that has been obtained from insurance companies in the southern and northern parts of Värmland. </p><p>The purpose with this work is to present a different kind of view to the problem with developing this branch of the company. The main target was to work out a proposal of an organizational plan for the damage handling in Skanska Direkt AB that is possible to apply, less sensitive for dismissals, results in higher earnings, obtains higher customer satisfaction and also a staff stab that develops their skills at their own.</p><p>The report and work progressed as following:</p><ol><li>Opening theory study of strategies to obtain the objectives set.</li><li>Restructuring of existing organization with theories as support.</li><li>Interviews with the actors involved to verify feasibility of the developed organization plan</li></ol><p> </p><p> Organization chart, the result of work means that some workers at each location shall be responsible for a small group of workers and work independently. They shall manage the process of invoicing and calculate costs at the same time as they work out on the workplace. In support of integration and development shall it be resource persons and development managers.</p><p>The conclusion of the work done was that the organization chart is feasible and that in the existing organization is gaps that this organizational structure may be a possible solution of.</p>

Abstract Skanska Sweden has decided to split the organization that earlier handled both large and small projects into two different subsidiaries. A consequence of this is that all construction service handling will from now on be enforced under the name Skanska Direkt AB. The management of Skanska sees this as an opportunity to develop the organization and in the long term achieve higher earnings.    The task which Skanska in connection with the reorganization wanted to be investigated was a proposal on how the organization of work with the insurance work in the future should look like. The organization that is handled is from production manager to professional workers and includes damage handling that has been obtained from insurance companies in the southern and northern parts of Värmland.  The purpose with this work is to present a different kind of view to the problem with developing this branch of the company. The main target was to work out a proposal of an organizational plan for the damage handling in Skanska Direkt AB that is possible to apply, less sensitive for dismissals, results in higher earnings, obtains higher customer satisfaction and also a staff stab that develops their skills at their own. The report and work progressed as following: Opening theory study of strategies to obtain the objectives set. Restructuring of existing organization with theories as support. Interviews with the actors involved to verify feasibility of the developed organization plan    Organization chart, the result of work means that some workers at each location shall be responsible for a small group of workers and work independently. They shall manage the process of invoicing and calculate costs at the same time as they work out on the workplace. In support of integration and development shall it be resource persons and development managers. The conclusion of the work done was that the organization chart is feasible and that in the existing organization is gaps that this organizational structure may be a possible solution of.