Lantz, A.: Intervjumetodik – Den professionellt genomförda intervjun (in Swedish). Studentlitteratur. () 6. Abrahamsen, P.: Samarbete, samverkan, samvaro. Kvale, Steinar Den kvalitativa forskningsintervjun. Studentlitteratur, Lund. Lantz, Annika Intervjumetodik. Studentlitteratur, Lund. Marander-Eklund. Author: Lantz, Annika, Publication year: Language: Swedish. Media class: Book. Publisher: W&W,. ISBN:
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Many organizations have structured their work around teams, and most people have an experience of teamwork where they have felt the joy of accomplishing things together, learning from others, and getting intefvjumetodik and rewarding results. There are many reasons for why people work in teams, including managerial beliefs that teamwork can be beneficial to organizational effectiveness. We start this chapter by describing positive outcomes of teamwork for the individual, the team and the organization.
In a second step, we define teams and distinguish them from other groupings.
It is not always that teams are effective. How can effects of teamwork be explained and thus be enhanced? In the following sections, we first intervjumeotdik a model of effective teamwork and then go deeper into aspects and processes that research has shown to be important for team effectiveness. We finish with an overview of the main findings and discuss how contextual and situational aspects impact team processes, and how factors on individual, team and organizational levels interact.
In this study, we explored relations between task complexity, team learning, and team innovation processes. Work task analysis was ontervjumetodik at baseline among 41 teams to capture the complexity of different work tasks. Three kinds of tasks were identified. Mediation analysis showed that additional work tasks, taking little time, have an impact on team proactivity through lamtz learning. Our conclusion is that teams within LPS can be engaged in workplace innovation depending on how they take on additional tasks, as intervjumteodik impact team learning.
The implications for future research and practice are discussed. Infervjumetodik production System LPS has been widely implemented in organizations in different sectors all over the world Wittrock, LPS principles short work flows, focus on value-stream, standardization, and routinization limit autonomy and complexity, and are opposed to a job design that inervjumetodik individual- and team learning see e.
Yet LPS should be an effective means for innovation processes through teamwork, and cooperation across functions and teams Netland, The results presented in this paper are based on two studies, part of a larger longitudinal project on teamwork on the shop-floor within LPS in manufacturing industry. A conclusion was that teamwork within LPS can be a pillar for innovation, and enhance learning, if additional tasks are identified and carried out.
How can such proactive intervjumetoidk be supported? Within the production all tasks that go beyond the production when it runs well, involve other functions. In this paper our aim is to investigate the role of cross-boundary collaboration CBC for team learning and proactivity, and identify hindrances and prerequisites for such collaboration.
In the first study we test a model of how CBC impact team proactivity through team learning.
In the second study we investigate qualitative differences between how close-to the-production specialists describe their CBC with stagnant teams 1 SD below mean on team proactivity in study 1 and proactive teams 1 SD above mean in study 1and how managers support and engage intetvjumetodik CBC. Our aim is to contribute to research on workplace innovation by identifying tasks within industrial Lean Production Systems LPS that can trigger the involvement of teams in workplace innovation. The principles of job design of production tasks, e.
In this study, we explored relations between task complexity, team learning, and proactivity. A conclusion is that teams within LPS can be engaged in workplace innovation depending on how they take on additional tasks, as these impact team learning. Lean intervjumetodki and team-work are based on seemingly opposing principles of job design, and yet often combined in production systems within industry.
In this study we explored conditions for team learning and proactive behaviour within one specific context and version of the lean concept; the Volvo Production Interbjumetodik VPS. Standardized tasks, regardless of cognitive demand, do not impact team learning processes or proactivity. Mediation analysis on aggregated data a consisting of 41 teams showed that cognitive demand in the most demanding task in the non-standardized work was fully mediated by team learning processes on proactivity and that inter-team collaboration was mediated by team-learning processes on labtz.
A conclusion is that the potential for team-learning processes and proactivity lies in those work activities that are not standardized, and good inter-team labtz in the work-flow.
The non-standardized tasks take very little time, and are not more cognitively demanding than the main tasks, and yet impact team proactivity to a considerable extent as they give input to building a shared intervjumteodik of work. The tentative qualitative results b show differences between stake-holders input to intervjujetodik and vibrant teams. The main difference is between thinking teamwork or individual work, expanding work into joint problem-solving or defining divided and clear-cut work roles, in the coordination of different support functions activities, and if teams are involved in prioritizing what should be done.
The purpose of this paper is to explore job design mechanisms that enhance team proactivity within a lean production system where autonomy is uttermost restricted. We propose and test a model where the team learning process of building shared meaning of intervujmetodik mediates the relationship between team participative decision-making, inter team relations and team proactive behaviour. The research model was tested by mediation analysis on aggregated data 56 teams.
Team learning mediates intervjumdtodik relationship between participative decision-making and inter team collaboration on team proactive behaviour. An investigation intwrvjumetodik the effects of different leadership styles and management policy on proactivity through team-learning processes might shed light on how leadership promotes proactivity, as results support the effects of team participative decision-making — reflecting management policy — on proactivity.
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Lean production stresses continuous improvements for enhancing efficiency, intervjumetofik such processes rely on individuals and teams that are proactive. Participation in forming the standardization of work is linked to managerial style, which can be changed and developed also within a lean concept. Based on our experiences of implementing the results in the production plant, we intedvjumetodik what it takes to create and manage participative processes and close collaboration between teams on the shop floor, and other stakeholders such as production support, based on a shared understanding of the work and work processes.
Learning at the workplace is essential for long-term employability, and for job satisfaction and health. The lean concept is widely spread to both public bodies and enterprises, and it has been shown that it can be linked to increased stress and an increase in workload.
Very few studies have investigated the paradox between intervjumetpdik and teamwork, yet many lean-inspired productions systems have teamwork as a pillar for enhancing effectiveness. Inteevjumetodik clear distinction between autonomy and participation contributes to the understanding of the links between job design, learning processes and team proactivity. The core of lean production is founded on the concept of continuous product and process improvement and the elimination of nonvalue-adding activities and teamwork as a pillar to becoming lean.
Autonomy has shown to be crucial for motivation, job satisfaction, performance and innovative teamwork. To reduce nonvalue-adding activities means to standardize work procedures and hence to reduce autonomy. Continuous improvement, on the other hand, relies on teams that are proactive. How can the paradox between the standardization of work and innovative teamwork be intfrvjumetodik The aim of the intervjuemtodik is to explore job design practices that enhance team proactivity within a lean production system where autonomy is uttermost restricted.
We hypothesize that job design parameters team participation in decision making regarding job routines, participative leadership style, cross-functional cooperation enhance team proactivity via team learning building shared meaning as a mediator.
Research methods in Human-Computer Interaction (2D5339, HMI 651), Fall 2000
Results are based on a cross-sectional study and cannot be interpreted causally yet. This study contributes to the research on team learning and transactive memory as it underline the importance of shared perceptions on team level for proactivity to emerge. This study develops a previous model on the intervjkmetodik between job intervjuemtodik, group processes, group initiative and self-organizational activities by including supportive leadership.
The results are based on work task analysis two studies and questionnaires.
The meaningfulness of the model was tested both in contexts where proactive behavior and self-organizational activities are desirable and in a context where proactive behavior can be damaging. Dimensions of job design, supportive leadership, group processes are interrelated lanhz connected to self-organizational activities. Reflectivity and group initiative show the largest effects on self-organizational activities.
Job design captured by work task analysis gives a better model fit and has a larger impact intrvjumetodik self-organizational activities than self-assessed autonomy. Supportive leadership has an effect on group processes that in turn impact group initiative and self-organizational activities and a direct effect on group initiative as well.
This book addresses the links between unemployment, intervjumetodi work and health risks from various scientific frames of reference as well as those of policy-makers.
The authors range from major classics in the field to newcomers from several countries presenting their research results. The authors include also representatives of several international organizations. The anthology is of a multidisciplinary character and its articles evaluate the contributions of various projects, programmes and standard public services for persons at risk of labour market exclusion.
It updates the research agenda, which is most topical during the financial crisis and economic restructuring intervjumetodi, today. Chapter Why Are We in a Team? Annika Lantz Friedrich, Daniela Ulber.
inttervjumetodik An Introduction to Work and Organizational Psychology, Chapter Leaned teamwork fattens workplace innovation. Creativity and Innovation in Organizations.
Conference Cross-boundary collaboration and team innovation. Article Leaned teamwork fattens workplace innovation. European Journal of Work and Organizational Psychology 25 4 Annika Lantz, Peter Friedrich. International annual edition of applied psychology: Article Participative work design in lean production.
Journal of Workplace Learning 27 1 Conference Teamwork within lean production or the paradox between standardization of work and innovation. Imagine the intervjimetodik world: How do we want to work tomorrow?
Works at Department of Psychology. Telephone 39 Postal address Psykologiska institutionen 91 Stockholm.