Visionsnedbrytning ur ett gruppdynamiskt perspektiv 2004 (Svenska)Självständigt arbete på avancerad nivå (magisterexamen)Studentuppsats (Examensarbete)

Abstract [sv]

To succeed with the implementation of a vision in an organisation you need to have understanding and acceptance from all of your employees. In complex companies with hundreds of employees the vision easily becomes something that the board of directors talks about but for the individual peer it is often something that is hard to relate to. In many companies a best-case scenario is that the vision is written down and placed around the company. A way to get the employees to identify more strongly with the company vision is to break down the vision so it fits the specific division or a specific team. To really make sure that the vision has the support of the team we believe the teams should break down the vision themselves. Such a vision becomes easier to identify with and is formulated in their own words and mirrors their own workdays. The question is how one should succeed in giving the teams the right surroundings and tools for doing this themselves, and what are the right tools and right conditions? What group dynamic factors play a part? During this research we have read a lot of articles and books about both vision and group dynamics. Both subjects are separately well documented by established and respected authors. However, we have found that there is a need to bring both of these subjects together with an aim towards the breaking down of a vision from a group dynamic perspective In this thesis we bring together well known theories in a new perspective, the factors that we focus on are important for the breaking down of a vision and makes sure it is not only fancy words from the board of directors for them to present at their meetings. The factors that we focus on provides a new way of how a vision can be broken down to engage, motivate and mirror the whole workforce and its needs. Our conclusions are that, depending on which phase a group is in its development, it is more or less easy to create a shared vision. In spite of this a shared vision fulfils a purpose in each and every one of the phases. We conclude that a shared vision never is a closed book, it has to be a living document which changes at the same pace as the changes appear in a groups behaviour. We also state and present the consequences of different group compositions, with different roles and behaviours, have on the break down of a vision. Further we explain what role the management plays in setting the main direction for the company and what part that plays in the work of breaking down a vision.

Ort, förlag, år, upplaga, sidor

2004.

Nyckelord [sv]

roller, gruppdynamik, vision

Identifikatorer

URN: urn:nbn:se:hh:diva-11504Lokalt ID: U10529OAI: oai:DiVA.org:hh-11504DiVA, id: diva2:366636

Uppsök

samhälle/juridik

Anmärkning

Denna uppsats kan beställas från arkivet / This paper can be ordered from the archive. Kontakta / Contact: arkivet@hh.seTillgänglig från: 2010-11-09 Skapad: 2010-11-09Bibliografiskt granskad

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