January 11, 2019

INTERVJUMETODIK LANTZ PDF

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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Conference Teamwork within lean production or the paradox between standardization of work and innovation. European Journal of Work and Organizational Psychology 25 4 An Introduction to Work and Organizational Psychology, The implications for future research and practice are discussed.

Intervjumetodik – Annika Lantz – Google Books

Annika Lantz, Kin Andersson. Autonomy has intervju,etodik to be crucial for motivation, job satisfaction, performance and innovative intervvjumetodik. 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. Unemployment, precarious work and health, 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.

How can the paradox between the standardization of work and innovative teamwork be understood?

Lean production and team-work are based on seemingly opposing principles of job design, and yet often combined in production systems within industry. Reflectivity and group initiative show the largest intrevjumetodik on self-organizational activities.

A clear distinction between autonomy and participation contributes to the understanding of the links between intervjumeyodik design, learning processes and team proactivity. LPS principles short work flows, focus on value-stream, standardization, and routinization limit autonomy and complexity, and are opposed to a job design that supports individual- and team learning see e.

It is not always that teams are effective. Continuous improvement, on the other hand, relies on teams that are proactive. Results are based on a cross-sectional study and cannot be interpreted causally yet.

2D [NADA, KTH], [HMI] latest information

This book addresses the links between unemployment, precariousness work and health risks from various scientific frames of reference as well as those of policy-makers.

Based on our experiences of implementing the results in the production plant, we discuss what it takes to create and manage participative processes and close collaboration between teams on intervjmuetodik shop floor, and other stakeholders such as production support, based on a shared understanding of the work and work processes.

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Work task analysis intsrvjumetodik conducted at baseline among 41 teams to capture the complexity of different work tasks. Participation in forming the standardization of work is linked to managerial style, which can be changed and developed also within a lean concept. 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 proactivity.

We propose and test a model where the team learning process of building shared meaning of work mediates the relationship between team participative decision-making, inter team relations and team proactive behaviour.

Mediation analysis showed that additional work tasks, taking little time, have an impact on team proactivity through team learning. 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.

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.

This llantz develops a previous model on the relationship between job design, group processes, group initiative and self-organizational activities by including supportive leadership. Within the production intervjjmetodik tasks that go beyond the production when it runs well, intergjumetodik other functions. 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.

Inyervjumetodik 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 meaning of work.

In the first study we test a model of how CBC impact team proactivity through team learning. A conclusion is that the potential for team-learning processes and proactivity lies in those work activities that are not standardized, and intdrvjumetodik inter-team collaboration in the work-flow. 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.

A conclusion was that teamwork within LPS can be a pillar for innovation, and enhance learning, if additional tasks are identified and carried out. Job design captured by work task analysis gives a better model fit and has a larger impact on self-organizational activities than self-assessed autonomy.

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Research methods in HCI, formdi09

To reduce nonvalue-adding activities means to standardize work procedures and hence to reduce autonomy. Lean production stresses continuous ibtervjumetodik for enhancing efficiency, and such processes rely on individuals and teams that are proactive.

Lean production System LPS has been widely implemented in organizations in different sectors all over the world Wittrock, Creativity and Innovation in Organizations.

Chapter Leaned teamwork fattens workplace innovation. Article Leaned teamwork fattens workplace innovation.

Annika Lantz, Peter Friedrich. Chapter The design of previous job and vocational behaviour during unemployment.

Research methods in Human-Computer Interaction (2D5339, HMI 651), Fall 2000

We start this chapter by describing positive outcomes of teamwork for the individual, the team and the organization.

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. Journal of Workplace Learning 27 1 Learning at the workplace is essential for long-term employability, and for job satisfaction and health. The results are based on work task analysis two studies and questionnaires.

Very few studies have investigated the paradox between lean and teamwork, yet many lean-inspired productions systems have teamwork as a pillar for enhancing effectiveness. It updates the research agenda, which is most topical during the financial crisis and economic restructuring of today. About this website and cookies Privacy policy Vacancies Contact. Three kinds of tasks were identified. The tentative qualitative results b show differences between stake-holders input to stagnant and vibrant teams.

Imagine the future world: 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 System VPS. 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.