The aim of the thesis is to analyze the organizational culture of the company SEAFOOD Ltd. and propose a set of measures which would contribute to strengthening the organizational culture of the company. Before starting the research the theoretical materials were investigated and hypotheses were set. The main theoretical basis in this thesis is the theory of E.H. Schein. During the work there were discussed as positive impacts of the organizational culture, as well as its restrictive side. In this work was also mentioned the issue of connection between the individual characteristics and qualities of the individual and his working career. After carrying out research, which consisted of writing surveys filled by company employees, guided interviews with some managers and observations, the conclusion about the current level, the problems and the strong sides of the organizational culture SEAFOOD Ltd. was made. After the conclusion there was suggested a set of actions which should lead to the strengthening of the organizational culture of the company and contribute to a higher level of identification of the company's employees with SEAFOOD Ltd.

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I denna studie har upplevelser av Polismyndighetens omorganisation undersökts. Studien utgår utifrån en kvalitativ metod där semistrukturerade intervjuer har genomförts med åtta verksamma poliser som arbetat vid omorganisationens implementering. Syftet med examensarbetet var att skapa djupare förståelse för polisers upplevelser av Polismyndighetens omorganisering. För att uppfylla syftet hade tre frågeställningar formulerats: ”hur beskriver poliserna omorganiseringen av Polismyndigheten?”, ”om och på vilket sätt upplever poliserna att omorganiseringen har påverkat deras känsla av organisatorisk tillhörighet?” samt ”om och på vilket sätt upplever poliserna att omorganiseringen har påverkat deras yrkesutövning?”. Den insamlade empirin har analyserats utifrån det teoretiska ramverket som bestod av teori om organisationskultur, organisationsidentitet och krav-, kontroll- och stödmodellen. Resultatet pekade på att samtliga informanter upplevde att omorganisationen förändrat yrkesutövandet i sig, men även den organisatoriska tillhörigheten i stort. Implementeringen av omorganisationen upplevdes som rörig och informationsutbytet otillräckligt för att förändringsarbetet skulle kunna utföras på ett tillfredsställande sätt. Det finns inte heller resurser för att realisera förändringsarbetet som planerat, de har istället placerats ut på Regionalledningscentraler runt om i landet. Det lämnar den lokala verksamheten utan resurser och det för poliserna högt värderade lokala arbetet åsidosätts. Det blev dock tydligt hur bärande det sociala stödet bland informanterna var för att hantera den krävande arbetssituationen. Ett välfungerande samspel med kollegor och överordnade blev en förutsättning för att klara av det fysiskt och psykiskt påfrestande arbetet som omorganisationen genererat i. Det framkom även att hur poliserna upplevde omorganisationen berodde till stor del på vilket kulturellt sammanhang de tillhörde, något som tydde på vikten av att ha organisationskulturen i beaktande vid omorganiseringar. / In this study, experiences of the Police Agency reorganization were investigated. The study is based on a qualitative method where semi-structured interviews have been conducted with eight active police officers which were working while the implementation of the reorganization occurred. The purpose of the degree project was to create a deeper understanding of the police officer's experiences of the Police Authority's reorganization. In order to fulfill the purpose, three questions had been formulated: "how do the police describe the reorganization of the Police Authority?", "if and in what way do the police feel that the reorganization has affected their sense of organizational belonging?" and "if and in what way do police officers feel that the reorganization has affected their professional practice?". The collected empirical data was analyzed on the basis of the theoretical framework, which consisted of theory of organizational culture, organizational identity and the demand, control and support model. The result indicated that all of the informants felt that the reorganization changed their professional practice, but also the organizational belonging. The implementation of the reorganization was perceived as confusing and the information exchange inadequate for the work of change to be carried out satisfactorily. There are also no resources to implement the change work as planned, instead they have been placed at Regional Management Centers around the country. It leaves the local business without resources and the local presence highly valued among the police officers is overridden. However, it became clear how supportive the social support among the informants was in dealing with the demanding work situation. A well-functioning interaction with colleagues and superiors became a prerequisite for coping with the physically and mentally stressful work that the reorganization generated, something that indicated the importance of having the organizational culture in mind when reorganizing.