The study seeks to identify methods of measurements of sustainability development from a customer satisfaction point of view in a municipality at the urban management section. The studied organization is experiencing a potential for development within how sustainability development is being measured. The sustainability work is being performed cross-sectional within the municipality. The sustainability management is being performed with various methods. In order to reach the purpose with this essay the formal and official control documents for the department and the municipality has been analyzed with qualitative methods through direct observations as means to identify primary data. After collection of the data semi-structured interviews has been performed with individuals within different areas that has a direct connection to the organizations sustainability work, in order to complete the direct observations. As theory concepts within sustainability, methods for reporting and measuring sustainability, quality, customer satisfaction, LCA-analysis and earlier research has been used. Earlier research has mainly debated methods of measurements of social sustainability or methods and reasons for sustainability reporting. The most important results is that the organisation has a clear and structured sustainability program but do not perform any kind of measurements of the work from a customer satisfaction perspective. It has not been possible to identify a standard method for measuring this within any available theory. The conclusions within the study gives that the municipality hast he possibility to collect information about what the customer expectations is regarding sustainability through for example a poll. It is likely possible to standardize methods to follow up on sustainability from a customer satisfaction perspective in order to increase the customer satisfaction.

During the last couple of years, an increasing number of teachers have chosen to leave their profession in the world of teaching. There a number of reasons as to why teachers are leaving their current employment; some teachers describe their administrative workload being overwhelming whilst others state that the general responsibility at the workplace has increased. In addition, some teachers declare that the general workload also has increased. Nowadays there is a lack of educated teachers, approximately around 60 000 vacant posts need to be filled in the Swedish school-system. In a school, located in the south of Sweden, there has been a large shift of employees. There has been a large number of teachers, who have been on sick leave or left their employment voluntarily. In a pre-study, made in the spring of 2019, which this essay is based on, ambiguities were identified in regard to the job description and the division of responsibility, in the teaching profession. In order to carry out the study of this essay, a case study with an abductive approach was chosen to investigate the factors behind the problems previously mentioned, in the previously mentioned a south-Swedish school. The premise of the study was to present different factors which influence and support the teachers’ mission. The intention of the essay was to identify and map factors which can promote mission- and responsibility-comprehension in the school.  To enable the essay and the study, the following questions were used: Which factors are hindering the teachers’ mission- and responsibility comprehension? and Which factors create mission- and responsibility comprehension?. To understand the teachers’ challenges in everyday tasks and discover possible factors that are influencing the teachers’ mission, the author of the essay has studied results which previous research has produced. The collection of data is a qualitative data collection method consisting of observations of teachers as well as individual with the teachers. In chapter 4, results, the results of the observation-schedule and the teachers’ dictums are presented. The factors which obstructed the teachers in their daily work were (1) Digitalized communication, (2) Confidence and honesty between staff, (3) Lack of cooperation between colleagues, (4) The meeting’s agenda, which took time from the teachers’ work, (5) The lack of leadership and (6) The teachers’ working methods. The factors which promoted mission- and responsibility comprehension were (1) The teachers’ comprehension of their mission, (2) The structure of the meetings, in the shape of a scheduled day and time for the meeting, (3) The motivation and dedication the teachers feel for their job as well as (4) The willingness to cooperate between teachers. To create better opportunities for mission- and responsibility comprehension, a PDSA-cycle was presented for the continuation of the work improvement for the school.

The study aims to gain an understanding of how the seasonal recruitment and division of responsibilities within the Resource Team at Region Gotland currently established in order to find opportunities for improvement in the process. The study is based on two questions of aim, "How do the seasonal recruitment and the division of responsibilities currently look like?" And "How can the seasonal recruitment process be developed?". The data material has been collected through qualitative methods in the form of interviews, observations of the daily operations and provision of internal documents. The material shows that there are certain ambiguities when it comes to seasonal recruitment in its entirety, and also when it comes to the distribution of responsibility among the employees, whereas there is uncertainty who is responsible for the different activities in the process. The problem that can arise in the case of an ambiguous division of responsibility is that employees do not know what is expected of them in their work roles, which can result in tasks not being performed. To develop and hopefully improve the seasonal recruitment process, a visualization of the process is inspired by the model for process charts, blueprinting. The Resource Team should clarify the division of responsibilities associated with the seasonal recruitment as some activities currently have no one in charge. It is advised and proposed that the Resource Team should create a work role in order to delegate the responsibilities in case of absence.

The thesis was carried out in collaboration with a care company in Greater Stockholm, spring 2017. The aim of the thesis was to describe how the management team, from each management team member point of view, worked with goals and vision. Based on the result, improvement suggestions were generated and an appropriate development plan for development was presented. The thesis questions were based how the management team presently works with goal and vision, what factors can impact goal a vision at the company and to present what can be developed. The goal with the thesis was and that the presented work would be beneficial for the company’s future work and developments. The thesis was based on a pilot study in which different areas with improvement potentials was mapped out, the area of goal and vision was chosen in collaboration with the university, supervisor from the company and the students. A qualitative study was conducted with a phenomenological approach with method triangulation with deep interviews, observation of internal ISO audit and document study of meeting protocols from management team meetings. The study was inductive, which led to the theory being compiled after the outcome was documented. The result, as evidenced by categorization, coding and concentration. The result showed that the management team did not have a common view on the clarity of long-term goals and visions. A number of impact factors emerged during the work and resulted in conclusions with improvement proposals and implementation plan. The result is primarily important for the activities that have taken part in the thesis work, but other organizations and studies can also benefit from the work.

After the chosen organization has undergone a major reorganization, it is well-being today. The reorganization involed cuts in personnel and closure of productions. After the reorganization, tasks, projects and roles were left without resources. After the organization, it is prosperous today. The organization is no longer in the survival phase, but the reorganization has not stopped to stabilize after the survival phase. Stabilizing the organzation requires leadership, communication, projects and processes for the role-sharing improvement area. During the study, it was possible to conduct seven interviews, two observations and document collection. The distribution of roles is about revealing that employess go into each other's areas or tasks despite the processes that show the boundaries between the different areas. It creates unclear roles, boundaries between work areas and communication shortages. The study presents a survey of the selected organization's current situation and improvement proposals as well as implementation plan. 

The induction process creates a first impression of the organisation and have a great importance regarding new employees’ comfort at work. An inadequate or seemingly absent induction process for new hires can therefore be vital regarding if the person choose to stay in the organisation or look for other alternatives. In the pre study a survey was conducted at Servicekontoret, Sandviken municipality. The purpose of the survey was to find out why Servicekontoret had a hard time finding and retaining new employees. The survey showed that Servicekontorets poor induction program of new employees was the main reason. The purpose of this study was to create and implement a digital induction program with routines.

To enable to map the current state and identify potential improvements, eight interviews, one observation and one document collection were conducted. The result was analysed against a framework based on Human Resource Management (HRM) and Total Quality Management (TQM). The analyse proved that Servicekontorets induction program was characterized by individualized socialization tactics rather than institutionalized socialization tactics. A negative result since research has shown that employees tend to experience more positive job attitudes, higher levels of fit, and lower levels of turnover after they go through institutionalized socialization tactics compared with those who undergo individualized tactics.

Based on previous research, the new induction program was designed according to institutionalized socialization tactics. The program has also been designed based on diversity strategies and new routines have been developed, including following up on new hires. Finally, the program has undergone a quality assurance based on TQM. 

It is important to keep in mind that quality management is an ongoing work rather than project management with a definite beginning and end. The new induction program creates a good first impression of Servicekontoret, but it is not enough to ensure that new employees will stay in the organisation. It is now up to Servicekontoret to administer the result from this study and continue improving the induction.

The aim of this study is to examine how an organization works with adjusting to a problem from the top to the bottom in solving of the problem. The study is being done during a period of 10 weeks within a local government authority in Sweden. An audit that was carried out some years ago criticized the organization regarding the lack of coordination between the different levels of management, both the political and administrative. The organization attempted to change the way it manages its planning and monitoring has not been successful. This study investigates how these changes have been implemented throughout all levels of the organization. This study concludes that changes in organizations within a government need time when implementing changes. Local governments are regulated by laws that will have an impact on when changes might be needed or possible. Other conclusions are that managing by objectives may not lead to a better coordination between different levels of management. In fact it might lead to less coordination.

The concept of competence summarizes requirements for knowledge and skills that are required for individuals, companies, organisations and nations to function effectively and in a timely manner. The growth of the service society in parallel with today’s rapid knowledge and technology development and increased processional competition has resulted in competence becoming a central concept in education and management. The development has meant a greater focus on external efficiency (to do the right things), which means that human performance, competence, nowadays are a prerequisite for delivering value to the customer.

The improvement has been carried out at Liseberg which is one of Sweden’s most visited tourist destinations. The work has been delimited to the housing department and the working group reception. The reception is one of three working groups that are active in the department and is responsible for the guest’s stay at Liseberg’s residential facilities, Lisebergsbyn and Askim Stand. Before the improvement, a preliminary study was carried out that identified improvement possibilities in the training process of new employees to the reception. The preliminary study showed a great variation in the result and the experience of the execution of the training, which was considered an urgent improvement as the department is driven by human performance.

Therefore, the aim of the improvement has been to improve the training process within the workgroup reception by clarifying working techniques and ensuring competence. Investigations of the present education process, how the work techniques can be clarified and how the competence can be ensured have been used to achieve the aim of the study.

The result indicates that the working group has a common understanding of what needs to be taught and why it is important, however when and how a work task should be taught. The training process is currently not process-focused or defined, among other things, lacking management processes completely, which explains the employees’ experience of lack of structure and focus. The process function in such a way, as allowing the responsible managers to plan the work process themselves. The results also show that the managers’ motivation and self-confidence to their own competence to carry out the work with the process are varied.

The study concludes that the training process needs to be process-focused, have management processes and add a supervisor course to the existing support process to ensure the necessary competence needed, as well as unifying and clarifying the working techniques. The working group also needs to clarify roles and expectations linked to the process’s activities and apply situational based management to the operative part of the process.