The organizational development processes towards New Ahus : Creating a new organizational structure

Abstract

The purpose of this thesis has been to understand the mechanisms that interact in large organizational development processes. Who are the actors, how is their choices shaped and what will this shaping have to say for the actual outcomes. To approach this problem I’ve chosen to assess the empiricism in the organizational development processes towards New Ahus in light of two perspectives, an instrumental and an institutional, on organizational development. This has been done with an anticipation that these two perspectives will be able to provide valuable understanding to the different aspects that such large processes will have. I conclude that the theoretical basis for this thesis has obtained that goal.

The thesis have been an inductive thesis that seeks explanations through observation and reviewing of strategical documents. The thesis will have a clear theoretical approach. Further is the thesis be retrospective, since it seeks to determine what factors that are the most important when certain decisions are taken. The objective of the thesis have been explanatory in regard to assess the interaction between the various decisions – makers and why they act as they do. It is of a descriptive character since I have not examined the values or considerations that should be laid to ground in such structural adaptations in this organization. By this the thesis will have an empirical approach in terms of describing the actual changes, attitudes and lunge towards the organizational changes.

The approach to New Ahus has in an analytical perspective demonstrated that such processes are far from straight forward, the interaction between formal, as well as, informal participants have defined and redefined the goals and outcomes as a consequence of a continuous flow of inputs and outputs. The processes degree of success towards New Ahus can, in a very simplified form, be ascribed to two factors. First of all the right use of hierarchical management, through ensuring goal – achievement and controlling the participants behaviour to a reasonable extent. Secondly, the creation of a common intra – organizational desire to succeed with the development processes that has been obtained through a formidable change in the organizational culture