Change, change, change… the speed within trade and industry has increased immensely over time and new products are introduced regularly. This demands an increased capability to manage changes within a company.
When performing an organizational change, it is important to be aware of the culture within the company. The organization at Saab Aerosystems has a huge technical focus, which can of course be beneficial when awakening interest for a change. Another characteristic of Saab Aerosystems is that its employees are interested in being involved in change processes and have the ability to influence such changes. It is therefore important that the leader of a proposed change has a good relationship with the employees and excellent communication skills in order to both inform and listen to them. It is also important to create a commitment to change if a change project is to be successful. Within Saab Aerosystems this commitment can be created by engaging informal leaders within the project team. These employees often have a big influence on the organization as well as good knowledge of the technology and their departments’ operations. It is also important to give the organization’s members time to think through and accept a change. Without this time, resistance towards a change project can otherwise be created due to lack of understanding for the change. To create commitment to a change, the employees must also feel that they can manage the change and the situation that comes after the change. It is therefore important that the organization’s employees receive the necessary tools and education in order to give them confidence and motivation to carry out, and be a part of, the change project. A difficult aspect during a change project can be to anchor the change within the organization. At Saab Aerosystems, changes can be anchored by involving representatives from upper management in change projects…
Contents
1 INTRODUCTION
1.1 BACKGROUND
1.2 DISCUSSION OF PROBLEM
1.3 PURPOSE
1.4 THE ISSUE
1.5 DELIMITATIONS
2 DESCRIPTION OF COMPANY
2.1 SAAB AB
2.2 SAAB AEROSYSTEMS
2.3 ORGANIZATION
2.4 CURRENT CHANGES
2.4.1 BCAM
2.4.2 GUNDER
2.4.3 NEURON
3 METHODOLOGY
3.1 INVESTIGATION AND SCIENCE INVESTIGATION
3.1.1 TYPES OF SCIENCE INVESTIGATION
3.2 THEORIES RELATED TO EMPIRICAL FINDINGS
3.3 QUALITATIVE AND QUANTITATIVE RESEARCH
3.4 SCIENTIFIC APPROACHES
3.4.1 THE POSITIVISM APPROACH
3.4.2 THE HERMENEUTIC APPROACH
3.4.3 THE CLOSE TO EMPIRIC APPROACH
3.5 INTERVIEW METHODOLOGY
3.5.1 QUALITATIVE INTERVIEWS
3.6 THEORY DEVELOPMENT
3.7 EMPIRICAL DEVELOPMENT
3.7.1 DOCUMENTS FROM THE COMPANY
3.7.2 INFORMAL MEETINGS AND INTERVIEWS
3.8 MODELS CREATION
3.8.1 STUDYING ORGANIZATIONAL CHANGE
3.9 DISCUSSION ABOUT SOURCE OF ERROR
3.9.1 VALIDITY AND RELIABILITY
3.9.2 SOURCE OF ERROR
4 THEORETICAL FRAME OF REFERENCE
4.1 ORGANIZATION
4.1.1 ORGANIZATION STRUCTURE
4.1.2 THE ORGANIZATION STRUCTURE DEPENDS ON THE ENVIRONMENT
4.1.3 CHARACTERISTICS OF A SWEDISH ORGANIZATION
4.2 ORGANIZATIONAL CULTURE
4.2.1 HOW CULTURES DEVELOP AND THE IMPACT OF THE LEADER
4.2.2 THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND INDIVIDUAL
4.2.3 HOW TO IDENTIFY AN ORGANIZATIONAL CULTURE
4.3 CHANGING WITHIN ORGANIZATIONS
4.3.1 DIFFERENT TYPES OF CHANGE
4.3.2 INFLUENCES FOR CHANGE
4.3.3 IMPLEMENTATION OF CHANGE
4.3.4 THE CHANGE AGENT
4.3.5 CHANGE CAN FAIL
4.3.6 LEARNING ORGANIZATION
4.3.7 MEASURE LEARNING AND CHANGES
4.3.8 LEADERSHIP DURING CHANGE
4.3.9 CHANGE STRATEGIES
4.3.10 RESPONSE AND ADAPTATION OF CHANGE
4.3.11 THE ORGANIZATION’S REACTIONS TO CHANGE
4.3.12 MODELS OF CHANGE PROCESS
5 EMPIRICAL FINDINGS
5.1 SAAB AEROSYSTEMS AND ITS CULTURE
5.1.1 FORMAL AND INFORMAL ORGANIZATION
5.1.2 HOW THE MILITARY INDUSTRY HAS INFLUENCED THE CULTURE
5.2 LEADERSHIP
5.2.1 CAREERS AT SAAB AEROSYSTEMS
5.2.2 DISCUSSIONS AND DECISION IN FORMING GOALS
5.2.3 MEASURING RESULTS FROM CHANGE PROJECTS
5.3 THE CHANGE PROCESS
5.3.1 PARTICIPATION DURING CHANGE PROJECTS
5.3.2 ATTITUDES TOWARDS CHANGES
5.3.3 WHO CAN RECEIVE RECOGNIZE FOR ONES CHANGE SUGGESTIONS
5.3.4 HOW SAAB AEROSYSTEMS HANDLES PROBLEMS
5.4 LEARNING WITHIN SAAB AEROSYSTEMS
5.4.1 EXPERIENCE FROM HISTORICAL CHANGE PROJECTS
5.4.2 MEASUREMENTS AND IMPORTANT FACTORS
6 ANALYSIS AND DISCUSSION
6.1 ORGANIZATION
6.1.1 THE ENVIRONMENT HAS INFLUENCED THE ORGANIZATION
6.1.2 CHARACTERISTICS OF SAAB AEROSYSTEMS
6.2 THE CULTURE AT SAAB AEROSYSTEMS
6.2.1 THE ADMIRED TECHNICAL COMPETENCE
6.2.2 CHARACTERISTICS OF THE CULTURE
6.2.3 SUBCULTURES
6.3 ORGANIZATIONAL CHANGES
6.3.1 THE TIME ISSUE
6.3.2 THE NEGATIVE ATTITUDE TOWARDS CHANGES
6.3.3 THE PROJECT MANAGER
6.3.4 EXPERIENCES FROM EARLIER CHANGE PROJECTS
6.4 LEARNING AT SAAB AEROSYSTEMS
6.4.1 EXPERT KNOWLEDGE
6.4.2 SYSTEMATICAL PROBLEM SOLVING
6.4.3 EXPERIMENTATION
6.4.4 LEARNING FROM EXPERIENCES
6.4.5 LEARNING FROM OTHERS
6.4.6 TRANSFERRING KNOWLEDGE
6.5 LEADERSHIP
6.6 MATCHING STRATEGY FOR SAAB AEROSYSTEMS
6.7 REACTIONS TO CHANGE PROJECTS
6.8 GUNDER CAN IMPROVE THE CHANGE PROCESS
6.9 MEASURING THE PROGRESS OF CHANGE PROJECTS
7 RESULTS AND CONCLUSION
7.1 THE CHECKLIST
7.1.1 CREATING AN INTEREST FOR THE CHANGE
7.1.2 PUTTING TOGETHER A PROJECT TEAM
7.1.3 FORMULATING A VISION, STRATEGY AND GOALS FOR THE CHANGE
7.1.4 COMMUNICATING THE CHANGE PROJECT
7.1.5 EQUIPPING THE ORGANIZATION WITH TOOLS AND KNOWLEDGE
7.1.6 IMPLEMENTING THE CHANGE AND REPORTING INITIAL RESULTS
7.1.7 MAINTAINING THE SPIRIT WITHIN THE CHANGE PROJECT
7.1.8 FINISH THE CHANGE PROJECT
7.2 FINAL CONCLUSIONS
7.3 FURTHER RESEARCH
8 REFERENCES
8.1 BOOKS, REPORTS AND ARTICLES
8.2 ELECTRONIC SOURCES
8.3 ORAL SOURCES
Author: Ohlson, Matilda
Source: Linköping University
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