This thesis has been conducted at Volvo Bussar AB under a period of ten weeks. Within the organization Volvo, the work is conducted with leaders and teams on every level; from production to top management. They have three tasks, besides executing their daily work, they are expected to actively work on improving their individual work as well as themselves as persons. The two latter are future value adding activities for the organization. When doing so, however, it has been noticed that they often lose the grasp of their daily work. The question that consequently arises is why this happens. Is it because of lack of time or it is because the co-workers do not have the competence and simply do not know how they are to execute the three tasks? Or, is it because the motivation to execute the three tasks is not enough? With this in regard, the statement of issues for this bachelor thesis were the following: how can the conditions for leaders and the team be improved, in order for them to execute these three tasks. To find out why the execution of these three assigments did not always succeed, the decision was taken to conduct a survey and interview study in real life and at the plants. The aim for this was to find differences and similarities between the plants, and based on this, develop recommendations for improvement. Before the interviews and surveys were implemented, a lot of facts where gathered with the purpose of creating a solid foundation to compare the results with. One pilot interview was also done before the real ones to process the questions. The plants which were selected to participate were Braås (Volvo Construction Equipment), Borås (Volvo Bus Corporation) and Skövde (Group Trucks Operations). After the interviews and surveys were conducted, compiled and analyzed, areas of improvement could be made clear. The thesis contains a number of recommendations in different areas for Volvo Bus Corporation in order to improve the current conditions of the team and the leaders. Areas for improvement are communication, diversity and development. Furthermore, we recommend the Volvo Group to place the team and their professional development in focus. The development team will be enriched with knowledge and find it easier to meet their leaders. All this contributes to conditions for improvement of the three tasks. Finally, the Volvo Group should aim to work more with the monitoring of leadership and also develop a strategy for how to respond, include and support agency staff.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:uu-257295 |
| Date | January 2015 |
| Creators | Arnholm, Karin, Westergren, Emma |
| Publisher | Uppsala universitet, Industriell teknik, Uppsala universitet, Industriell teknik |
| Source Sets | DiVA Archive at Upsalla University |
| Language | Swedish |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
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