The reform of the public sector has led to a debate about whether democratic values have to stand back in favor of efficiency values in Swedish municipalities. To this debate may also be added that increased availability has been requested by both politicians and citizens which has led to the municipality’s investment in customer service which is studied here. This master thesis is based on sociology with a Human Resource Management (HRM) perspective and aims to describe and analyze the municipality´s initial process for the introduction of a customer service function. Both the underlying reasons why the customer service function will be established and how organizational change can be organized when municipalities decide to start a customer service are highlighted in relation to the concepts of democracy and governance.The study was conducted through qualitative method where informants from management, manager and employee level talked about their experiences of the organizational change as well as their thoughts on what will come. A hermeneutic approach to interpretation was the basis for the analytical procedure.Theories of democracy, governance and organizational change are used to examine and analyze the introduction of customer service within the municipality. Habermas's deliberative democracy focuses on the citizens’ influence in the political processes which are used to investigate the reason behind the introduction of customer service. Process orientation, change of leadership and the view of citizens as customers and stakeholders are used to demonstrate new forms of organizing. The secluded project model and the pragmatic action model are used finally to clarify the differences in ways of implementing organizational change.The results showed that leadership, managers and employees had different views on how the organizational change was implemented so far which was explained by their different views on who should be involved in planning. Directors and executives were mostly pleased with the opportunity to participate while the employees were very unhappy and disappointed with the process so far. Ahead of next step in organizational change lifted the management and managers the importance of better communication and information and to create greater motivation and commitment to implementation of the changes at lower managers and employees. Employees were rather skeptical about if the organizational change could be implemented with successful results. Improved service and availability was mentioned by informants as the reason for the introduction of customer service, but documents showed that increased efficiency also was an important reason for the organizational change. The interviewees had different opinions regarding what duties customer service employees would perform as well as where their responsibility would cease. The most important thing to get customer service to work was described as being effective internal communication.