The number of project-based organizations has increased in recent times, as has the teaching method of project-based learning. These two phenomena are related but little research has been conducted to examine the relationship between them, especially from a skills development perspective. Hence the first purpose of this study is to compare the skills that are necessary for work in a project-based organization with the skills that are developed in learning through project-based learning. Furthermore, the pandemic brought on a digitalized work environment for students in higher education.  Therefore, the second purpose of the study is to examine the changes in skills development during digitalization, especially for students who work with project-based learning.    A dual case study conducted in a qualitative manner has been administered to acquire both the project-based organization and the project-based learning perspective. To gain these perspectives, three students at Linköping University, who have worked extensively with project-based learning, and three employees at the project-based organization WSP Sweden AB were interviewed. The interview data was then thematically categorized and discussed.   The results suggest that communication and collaboration skills were developed by working through project-based learning. These skills were also specifically pertinent for work in a project-based organization. However, they were more difficult to develop during digitalization while they grew more important for project-based organizations. Moreover, it was found that tacit knowledge was more relevant for work at WSP Sweden AB, while explicit knowledge was more relevant for studies at Linköping University. During the digitalization of the Covid-19 pandemic, group constellations and project team constellations had significant similarities, while motivation occurred differently in project-based learning compared to project-based organizations.

Problemformulering: Distansarbete bedöms bli en allt vanligare lösning för organisationer i framtiden. När medarbetarna arbetar hemifrån blir det dock svårare att upptäcka vilka eventuella brister som finns i arbetsmiljön. Tidigare forskning har inte fokuserat på hur digitala kommunikationsverktyg kan utnyttjas för att upptäcka brister i arbetsmiljön vid distansarbete, vilket gör att det finns ett kunskapsgap som denna studie ämnar bidra till. Syfte: Syftet med studien är att utveckla kunskap om vilka möjligheter och begränsningar ledare upplever med digitala kommunikationsverktyg och hur de använder verktygen för att säkerställa medarbetarnas arbetsmiljö vid distansarbete. Metod och material: Denna studie genomfördes med stöd av semistrukturerade intervjuer. Tio personer i olika ledarroller från varierande branscher intervjuades för att kunna besvara studiens syfte och två frågeställningar. Resultat: Resultatet visade att ledarna kunde säkerställa medarbetarnas psykosociala arbetsmiljö genom att använda olika kanaler som digitala kommunikationsverktyg erbjöd. De kanalerna var främst chatt och videomöten. Chatten möjliggjorde att ledarna på ett snabbt och smidigt sätt kunde kommunicera med sina medarbetare och fråga om deras hälsa. Videomöten var den kanalen som gav ledarna möjligheten att se medarbetarna vilket gjorde det enklare att få en bild av deras välmående. Vidare framkom det också att digitala kommunikationsverktyg inte räckte till för att säkerställa medarbetarnas fysiska arbetsmiljö. Ledarna kunde enbart uppmärksamma små detaljer, vilket inte var tillräckligt för att bedöma om medarbetarna hade en lämplig arbetsmiljö i hemmet ur ett fysiskt perspektiv. För att säkerställa den fysiska arbetsmiljön hade det behövts att medarbetarna gått runt och visat upp sin arbetsplats i hemmet med hjälp av kameran. Detta var dock inget som ledarna i denna studie förespråkade eftersom de ansåg att de inkräktade på den personliga sfären. / Problematization: Remote work is estimated to become an increasingly common solution for organizations in the future. However, when employees work from home it becomes more difficult to discover any shortcomings in the work environment. Previous research has not focused on how digital communication tools can be used to detect flaws in the work environment when working remotely, which means that there is a knowledge gap that this study intends to contribute to. Aim: The purpose of the study is to develop knowledge about what opportunities and limitations leaders experience with digital communication tools and how they use the tools to ensure the employees' work environment when working remotely. Method and materials: A qualitative deductive approach was used to answer the study’s two research questions. The primary data was conducted through ten semi-structured interviews with different leadership roles from various industries. Conclusions: The result showed that the leaders could ensure the employees psychosocial work environment by using different channels that digital communication tools offered. Those channels were mainly chat and video meetings. Chat made it possible for the leaders to quickly and easily communicate with their employees and ask about their health. Video meetings were the channel that gave the leaders the opportunity to see the employees, which made it easier to get a picture of their well-being. Furthermore, it also emerged that digital communication tools were not enough to ensure the employees' physical work environment. The leaders could only pay attention to small details, which was not enough to assess whether the employees had a suitable working environment at home from a physical perspective. In order to ensure the physical working environment, it would have been necessary for the employees to walk around and show their workplace at home with the help of the camera. However, this was not something that the leaders in this study advocated due to the employee’s personal sphere.

Выпускная квалификационная работа состоит из введения, трех частей, заключения, библиографического списка и приложений. В теоретической части представлены особенности, классификация, роль и влияющие факторы благополучия сотрудников в условиях удаленной работы. В практической части анализируется организация как объект управления и кадровый состав организации, оценивается самочувствие сотрудников в условиях удаленной работы в компании. На основе полученных данных были разработаны предложения по улучшению благосостояния сотрудников в условиях удаленной работы, проведена оценка эффективности предлагаемых мер в отношении экономических и социальных последствий их реализации. В заключение подводятся итоги в соответствии с поставленными задачами. / The final qualifying work consists of an introduction, three parts, a conclusion, a bibliographic list, and appendixes. The theoretical part presents features, classification, role and influencing factors of well-being of employees under conditions of remote work. The practical part analyzes the organization as an object of management and the personnel composition of the organization, evaluates well-being of employees under conditions of remote work in the company. Based on the data obtained, proposals have been developed to improve well-being of employees under conditions of remote work, evaluation of the effectiveness of the proposed measures regarding the economic and social consequences of their implementation was made. In conclusion, the results are summed up in accordance with the tasks set.

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Problembakgrund: Covid-19 innebar att många företag blev tvingade till att införa arbete på distans. Kontorslandskapen ekade tomma och många chefer stod inför en stor utmaning – att leda på distans. Denna förändring gjorde att medarbetare fick upp ögonen för att styra över sin egen tid, och många anställda uppskattar att fortfarande få jobba på distans. Detta innebär att företag idag står vid ett vägskäl om vilket arbetssätt som ska gälla. Hybridmodell är det nya arbetssättet som kombinerar arbete på plats och på distans. Ledarskapet sätts återigen på prov, för att hitta nya strategier och metoder för att leda i två arbetsmiljöer parallellt med varandra. Syfte: Syftet med studien är att skapa förståelse för chefers ledarskap i en hybrid arbetsmiljö, och lyfta strategier i hur de kan balansera medarbetarnas behov med företagets intressen. Genom att undersöka hur pandemin har påverkat ledarskapet och medarbetarskapet, i avseende på tvingande distansarbete och vägen tillbaka till kontoret. Avsikten är att studien ska bidra med ny kunskap inom området ledarskap i relation till hybridarbete, genom att lyfta chefers erfarenheter och upplevelser med ledarskap i distans-och hybrid arbetsmiljö. Metod: Fallstudie Volvo cars, på plats, distans och hybrid. Kvalitativ metod, semistrukturerad intervju med fem chefer. Kvantitativ metod, enkät som besvarats av 28 medarbetare som ingår i chefernas team. Slutsats: Möjligheter med hybrid är att det kan vara en bra kompromiss mellan företag och medarbetare. Exempelvis om medarbetare upplever arbetsmiljön på arbetsplatsen som ett hinder för fokus och effektivitet med vissa arbetsuppgifter, medan de upplever att arbetsmiljön på arbetsplatsen gynnar samarbete och problemlösning. Detta visar studiens enkätundersökning. Det är också ett bra alternativ för att möta medarbetarnas behov av flexibilitet och mindre stress i vardagen. Att erbjuda flexibilitet anses attraktivt på arbetsmarknaden och att erbjuda det kan vara gynnsamt för företaget. Utmaning med en hybrid arbetsmodell är att det ställer höga krav på chefer. Intervjuer med chefer indikerar att förutsättningen för att det ska fungera är att ledare anammar ett situationsanpassat ledarskap och skapar strategier för att hantera flexibilitet. Dock finns det nyckelfaktorer som är avgörande för lyckat resultat: kommunikation, relationer, förtroende och socialt stöd. / Background: Covid-19 meant that many companies were forced to introduce remote work. The office landscape echoed empty, and many managers faced a major challenge - leading remotely. This change meant that employees began to realize the benefit of managing their own time, and many employees appreciate continuing to work remotely. This means that companies today are at a crossroad regarding which way of working will prevail. The hybrid model is the new way of working that combines on-site and remote work. Leadership is once again put to the test to find new strategies and methods to lead in two work environments simultaneously. Purpose: The purpose of the study is to gain an understanding of managers' leadership in a hybrid work environment and to highlight strategies in how they can balance the needs of employees with the interests of the company. By examining how the pandemic has affected leadership and employee behavior, regarding the forced remote work and the path back to the office. The intention is that the study will provide new knowledge in the area of leadership in relation to hybrid work, by highlighting managers' experiences and perceptions of leadership in remote and hybrid work environments. Method: Case study of Volvo cars, on-site, remote, and hybrid. Qualitative method, semi-structured interview with five managers. Quantitative method, a questionnaire answered by 28 employees who are part of the managers' teams. Conclusion: The opportunities with hybrid are that it can be a good compromise between companies and employees. For example, if employees experience the work environment at the workplace as an obstacle to focus and efficiency with certain tasks, while they feel that the work environment at the workplace promotes collaboration and problem-solving. This is shown by the study's questionnaire survey. It is also a good option to meet employees' needs for flexibility and less stress in everyday life. Offering flexibility is considered attractive in the labor market, and offering it can be beneficial for the company. The challenge with a hybrid work model is that it places high demands on managers. Interviews with managers indicate that the prerequisite for it to work is that leaders adopt situationally adapted leadership and create strategies to manage flexibility. However, there are key factors that are crucial for successful results: Communication, relationships, trust and social support.

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Hybridarbete har medfört fördelar och utmaningar som arbetsgivare behöver uppmärksamma för att främja ett hälsosamt arbete. En hybrid arbetsform kan bidra med det bästa från två världar, distans- och kontorsarbete, förutsatt att arbetsgivare och arbetstagare samverkar för att utveckla nya färdigheter för att anpassa sig till det nya arbetssättet. Denna studie syftar till att skapa en djupare förståelse för den organisatoriska och sociala arbetsmiljön vid hybridarbete. Studien är genomförd med en kvalitativ ansats och materialet har samlats in med hjälp av tio semistrukturerade intervjuer med både medarbetare och chefer inom en svensk offentlig organisation. Studiens metodval är inspirerad av empirisk fenomenologi med ett hermeneutiskt förhållningssätt som syftar till att skapa förståelse. Empirin har tematiserats och analyserats med hjälp av tematisk analys. Studiens resultat visar att den främsta fördelen med hybridarbete är flexibiliteten till att påverka balansen mellan arbete och fritid. Till följd av den hybrida arbetsformen visar resultatet utmaningar i egenskap av minskade fysiska interaktioner med kollegor, digital trötthet, uteblivna pauser samt svårigheter med gränsdragningen mellan arbete och fritid. Resultatet visar att tydliga riktlinjer för hybridarbete får betydelse för hur individen upplever den organisatoriska och sociala arbetsmiljön. Studien konstaterar att tillgång till socialt stöd, delaktighet, dialog, autonomi samt explicita riktlinjer och rutiner som kan anpassas efter individuella behov främjar en god arbetsmiljö. Avslutningsvis presenteras en modell som kan användas av praktikersamhället för att bidra med kunskap om hur känslan av sammanhang (KASAM) främjas i den hybrida arbetsmodellen. / Hybrid work has brought benefits and challenges that employers must observe to promote healthy work among employees. Hybrid working can create the best of both worlds, remote and office work, if employers and workers work together to develop new skills to adapt to the new way of working. This study aims to create a deeper understanding of the organizational and social work environment in hybrid work. The study is conducted with a qualitative approach and the material has been collected using ten semi-structured interviews with employees and managers within a Swedish public organization. The study's choice of method is inspired by empirical phenomenology with a subjective hermeneutic approach that aims to create understanding. The empiricism has been thematized and analyzed using thematic analysis.The results of the study show that the main advantage of hybrid work is increased flexibility regarding the ability to influence the balance between work and leisure. The results also show some possible disadvantages of the hybrid working form, such as reduced physical interactions with colleagues, digital fatigue, missed breaks and difficulties with drawing the line between working time and free time. The results shows that clear guidelines for hybrid work are important for how the individual experiences the organizational and social work environment. The study states that access to social support, participation, dialogue, autonomy and explicit guidelines and routines that can be adapted to individual needs promote a good work environment. Finally, a model is presented that can be used by the practitioner community to contribute knowledge about how the sense of coherence (SOC) is promoted in the hybrid work model.

Housing is an important role in society as people spend large parts of their lives there. A home is a place that must contain all essential living functions but also be constantly adapted to new needs that arise. This has led to, that Sweden since industrialization in the 1850s, has gone through several different changes that have affected housing design. This has resulted in that residential architecture today is being categorized as different eras. In many cases, it is not an individual event that has driven this change, but rather a series of events that have gained great significance in interaction. With constant societal changes and changing lifestyles that, for example, the outbreak of Covid-19 has brought, demands are also placed on homes to follow societal developments and adapt to these new needs. The purpose of the study is to gain a deeper insight into the connection between housing design and human life needs to be able to understand how housing design can be adapted to major societal changes that create new needs. To achieve the purpose and answer the research questions, a literature study was conducted on the characteristic eras of housing design from 1850 until today. In addition to the literature study, four interviews were also conducted with different architects who have solid experience in housing design to create a deeper understanding of the connection between living needs and housing architecture. The study's more important conclusions are that human living needs have always been the driving force to create a change in the living environment. The changes that have taken place over the years have aimed to improve the housing situation for society as a whole and constantly improve something that has been shown to be deficient in previous housing design. However, the results have been variable as some parts of the living environment have improved while others have been poorly designed. It is based on the fact that too much focus has been on solving a specific problem, which has led to the whole aspect of the living environment has been forgotten. The study has also found that the societal change that Covid-19 brought has led to an increase in time spent at home as well as working from home. This has persisted even after the pandemic to a greater extent than before, which has resulted in that the demand for a workplace at home has increased. As a result, qualities such as envelopment and seclusion have also become more important in parallel with social surfaces and proximity to nature. This is the result of people spending more time at home today, which has created new needs for both functions and qualities.

Syftet med studien är att beskriva hur agila team upplever digitala DSM samt kartlägga vilka tekniska ochsociala behov som uppfylls och/eller saknas. De teman som undersöktes var hur digitala DSMgenomfördes praktiskt, vilka tekniska verktyg som användes samt vilken social inverkan det hade påteamet. För att ge riktning åt studien skrevs tre forskningsfrågor med tillhörande tre hypoteser sombaseras på tidigare forskning. Hypoteserna som utformades löd; (H1) vid digitala DSM behöver fler än detre centrala frågorna diskuteras, (H2) funktioner som simulerar den fysiska arbetsplatsen är bärande för ettfungerande digitalt DSM och (H3) minskad informell kommunikation vid distansarbete kompenseras avatt digitala DSM utökas i tid. Studien har genomförts genom att samla in data från en webbaserad enkätsom skickades ut med hjälp av grindvaktare till flera agila team. Enkäten bestod av både kvalitativafritextfrågor och kvantitativa flervalsfrågor som baserades på Theory of distances (Bjarnason et al., 2016),en sammanställning av intergroup theory samt tidigare forskning. Resultatet visade att små skillnaderfanns mellan traditionella och digitala DSM. Hybrid-varianter, minskad informell kommunikation ochbrist på heltäckande funktioner ansågs vara den största utmaningen med digitala DSM. Fördelarnaupplevdes olika beroende på personliga förutsättningar hos respondenterna. Slutsatserna som kunde drasav studien var att det saknades funktioner för att stödja synlighet av emotioner och kroppsspråk men attfunktioner, som skärmdelning, gav en gemensam bild av projektet. Den informella kommunikationenbehöver aktivt inkluderas vid digitala DSM vilket gör att digitala DSM blir längre än traditionella. Vidareforskning hade kunnat fokusera på virtuella mötesrum som en del av lösningen på identifierade problem. / The purpose of the study is to describe how agile teams experience digital DSM and to elucidate whichtechnical and social needs that are met and/or missing. Following themes were examined: how digitalDSM was implemented in practice, what technical tools were used and what social impact digital DSMshad on the team. To give direction to the study, three research questions were formulated with threeassociated hypotheses based on previous research. The hypotheses that were formed were; (H1) in digitalDSM, more than the three central questions were discussed, (H2) functions that simulate the physicalworkplace are essential for a functioning digital DSM and (H3) reduced informal communication inremote work is compensated by time extended digital DSM. The study was conducted by collecting datafrom a web-based survey that was provided to several agile teams with the help of gatekeepers. Thequestionnaire consisted of both qualitative open questions and quantitative multiple-choice questionsbased on Theory of distances (Bjarnason et al., 2016), a compilation of intergroup theory and previousresearch. The results show that there are small differences between traditional and digital DSMs. Hybridvariants, reduced informal communication and lack of comprehensive features were considered to be thegreatest challenge with digital DSM. The benefits were experienced differently depending on the personalcharacteristics of the respondents. The conclusions of the study were that there were no technicalfunctions to back the visibility of emotions and body language, but that functions such as screen sharing,gave a common picture of the project. The informal communication needs to be actively included indigital DSMs which makes digital DSMs more protracted than traditional ones. Further research can focus on virtual meeting rooms as part of the solution to the identified problems

The pandemic has disrupted nearly every aspect of our lives, including tasks as fundamental as going to work. The change has brought with it both opportunities and challenges. The use of digital services to hold meetings, webinars and conferences has increased at an avalanche-like pace. Before the pandemic took hold, there was a more traditional view of work - with the general perception that work tasks should be performed in the office. As a stark contrast to this more traditional view of work, nearly 75 percent of Swedish workplaces was forced to switch to working remotely in a short time and many believe that this will lead to permanent changes in how Swedish offices are designed. There are numerous indications that most people want to continue working in offices in the future as well. On the other hand, the working life of the future is characterized by an increased demand for flexible solutions. Research exhibited that most organizational and work variables were considerably related with the outcome measures productivity and work satisfaction, while individual and household variables were significantly less corelated. For organizations, this is vastly beneficial, since organizational and work-related characteristic variables are far easier influenced by procedures and HR policies rather than individual work style and household factors. The work-from-home trial period induced by the pandemic has evidently unveiled the vast number of organizations who have the capabilities to implement remote work on a permanent basis and that employees highly regard the opportunity to do so. Conversely, it correspondingly exhibited how imperative the office is for colleague interaction as well as collaboration and how immensely this have been longed for the past year. This study exhibits that the East Link Project in Stockholm, Sweden would save 182 000 SEK annually per employee working remotely 2 days per week due to reduced real estate, absenteeism, turnover, emissions, continuity of operations, and increased productivity. Further, it exhibited that the average project member would save 7 260 SEK annually due to fewer expenses, 128 hours due to reduced commuting and would sleep 59 hours more per year. / Pandemin har haft verkan på nästintill samtliga aspekter av våra liv, inklusive uppgifter så fundamentala som att gå till jobbet. Omställningen har medfört både möjligheter och utmaningar. Tillämpningen av digitala tjänster för att hålla möten, webinarier och konferenser har ökat i en lavinliknande takt. Innan pandemin tog fäste förekom det en mer traditionell syn på arbete - med den allmänna uppfattningen att arbetsuppgifter bör utföras på kontoret. Som en skarp kontrast till denna mer traditionella syn på arbete tvingades nästan 75 procent av de svenska arbetsplatserna att på kort tid gå över till att arbeta på distans och många tror att detta kommer att leda till permanenta förändringar i hur svenska kontor är utformade. Mycket tyder på att de flesta också vill fortsätta arbeta på kontor i framtiden. Samtidigt som framtidens arbetsliv präglas av en ökad efterfrågan på flexibla lösningar. Tidigare studier visade att de flesta organisations- och arbetsvariabler var betydligt relaterade till produktivitet och arbetsnöjdhet, medan individuella och hushållsvariabler var betydligt mindre korrelerade. För organisationer är detta mycket fördelaktigt, eftersom organisatoriska och arbetsrelaterade karakteristiska variabler påverkas mycket lättare av procedurer och HR-policyer snarare än individuell arbetsstil och hushållsfaktorer. Försöksperioden av hemarbete som förorsakats av pandemin har tydligt uppdagat det stora antalet organisationer som har förmågan att implementera distansarbete på permanent basis och att medarbetare i hög grad uppskattar möjligheten att göra det. Samtidigt exponerade det på motsvarande sätt hur essentiellt kontoret är för såväl kollegors interaktion som för samarbete. Denna studie visar att projekt Ostlänken i Stockholm, Sverige skulle spara 182 000 kronor per år och per anställd som arbetar på distans två dagar per vecka till följd av minskad frånvaro, omsättning, utsläpp, kontorsyta, kontinuitet i verksamheten och ökad produktivitet. Slutligen visade studien att den genomsnittliga projektmedlemmen skulle spara 7 260 kronor och 128 timmar årligen till följd av minskade kostnader och minskad pendling samt skulle sova 59 timmar mer per år.