PrefaceThe report aims to present a case study on organizational behavior revolving around Scania, the world's leading manufacturers and distributors of trucks and buses with globally managed operations. In this paper, various models and theories of organizational behavior will be highlighted and discussed. The document will start with a brief explanation of Scania, its core business and key operations. Then the explanation will discuss the main reasons or forces that forced the management to make changes in the organization. Furthermore, an evaluation and review of the changes that have occurred in the organization will be discussed, as well as their consequences on Scania's business. When initiating organizational change, it is imperative to consider relevant stakeholders and gain their essential support. Therefore, this report will briefly explain the different stakeholders and the impact of organizational change on each of them. Company background: Scania was founded in the early 1900s in Sweden. The company is famous as one of the leading manufacturers and distributors of buses and trucks in the world. The company sells a wide range of financial products and services. Scania operates in Europe, Latin America, Asia, Africa and Australia. The company's range of products and services includes: Scania produces high-capacity trucks, coaches and buses for use as tourist commuters in intercity and metropolitan traffic. Truck, coach and bus operations focus on delivering fully built large vehicles based on Scania equipment to customers. Scania achieves this through its own bodybuilding operations and through cooperation with selected bus body manufacturers/manufacturers and...... middle of paper... any business activity is embraced by management as a key motivational device. Works Cited Dixon, R 2003, The Task of Management, Butterworth-Heinemann, Oxford.Gilley, A 2005, The Manager as a Leader of Change, Praeger, Westport CT.Handy, C 1993, Understanding Organizations, Penguin Business, Harmondsworth.Harvard Business School 2005, The essentials of managing change and transition, Harvard Business School Press, Boston.Kotter, JP 1995, Leading change: Why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.Palmer, R, Meek, H, and Parkinson, L 2006, Managing marketing performance, Butterwoth-Heinemann.Sims, RR 2002, Managing organizational behavior, Quorum Books, Westport, CT.Wiliams, MR 2005, Leadership for leaders, Thorogood, London.