The organisational design and management issues, the strategies for change as well as the general professional and managerial mindset of the staff and managers are considered and analysed here and I also explore the team working development which has been introduced in the SAN Angers plant. The cultural and political factors are considered in the discussion that seems to affect the professional dynamics of the organisation. The role of the stakeholders including senior managers and shop floor personnel and the implications of management and leadership styles show how theories could be important in throwing light on the impact of personalities and viewpoints on the general management of business and companies. The motivation levels at Scania Angers have also been studied and organisational change has been discussed in terms of the challenges faced by the organisation and the theories that have been used by the organisation in practice show how Scania Angers may be functioning at an organisational level. Using Scania as an example, we would discuss how a similar change could be described or affected in other similar organisations. The main approach of this study is to analyse the use or application of theories in organisational practice and the challenges faced by Scania could be addressed more effectively by understanding not just the implementation of theories in practice but also motivation levels of staff, the role and perceptions of managers and stakeholders, organisational designs and team working developments. This study involves a critical analysis of theories used in practice within organisations and how the practices could be explained in terms of organisational performance and the relations of these aspects of management to leadership styles and personality patterns of managers. I would first go through a detailed literature review and analysis of the case study and detailed discussion of other studies that would support the case as an essential background to the relevant case. In the process I would structure a coherent case on the management strategies used within Scania and how these strategies could be explained even in case of similar organisations showing the relationship between theory and practice. The main issues for change within the organisation would be identified suggesting the hwy, what and how issues of management and organisational change within Scania. The experiences of Scania are considered using appropriate theories and the main arguments are analysed with reference to the patterns of organisational change within Scania.
Case Study - Scania
Considering the case study of Scania, people and motivated teams seem to be very important for providing an intercultural case suggesting the value of people in the workplace who seem to play an important role on all aspects of the company. Scania is a Swedish-owned heavy truck assembly plant which is located in France. The novel processes of work organisation and the multicultural setting of the organisation have been considered here as both Sweden