Abstract
Background: The Danish Emergency Management Agency (DEMA) has experienced a deep separation
between its operative branches all over Denmark and the HQ north of Copenhagen. This separation has
caused an organizational gab witch the newly appointed director wishes to minimize in order to create a
more coherent agency.
Thesis: How does the communication of director contribute to creating changes regarding the cohesiveness
of DEMA across several branches across the country with different employee groups, and to what degree
does she succeed?
Objective: The aim of this thesis is to understand how continues communication from a director to all
employees can contribute to the making of a more coherent agency.
Method: This thesis has been conducted as a case study in which the director’s weekly communication and
interviews with employees and the director are included. The theoretical framework consists of the works
of Jeffery Ford, Guowei Jian, Luk v. Langenhove, Rom Harré and W. Barnett Pearce.
Results: Employees are positive towards the director’s weekly communication that has a personal style,
which makes a sense of familiarity. Some employees tend to have a more positive attitude towards HQ
because of the director attempt to broaden the narrative of the agency’s main tasks and purpose.
Conclusion: The study shows that the director succeeds in creating a sense of closer social relations
between her and the employees, but not necessarily a more coherent agency.