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Sökning: WFRF:(Hedlund Pernilla)

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1.
  • Wahlström, Jens, et al. (författare)
  • Upper arm postures and movements in female hairdressers across four full working days
  • 2010
  • Ingår i: Annals of Occupational Hygiene. - : Oxford University Press. - 0003-4878 .- 1475-3162. - 1475-3162 (Electronic) 0003-4878 (Linking) ; 54:5, s. 584-594
  • Tidskriftsartikel (refereegranskat)abstract
    • Objectives: To describe upper arm postures and movements among female hairdressers, including the variability between hairdressers, between days within hairdresser, and between tasks, as a basis for understanding the characteristics of exposures in the job, considering possible sources of variation and recovery, and discussing appropriate exposure assessment strategies.Methods: Data on upper arm postures were collected using inclinometers during four working days the same week from 28 female hairdressers working in 13 salons. Twenty of the hairdressers noted customer on and off times in a diary, to allow separate analyses of customer tasks (CT) and auxiliary non-customer tasks (AT), including breaks. For a number of posture and movement variables, mean values and variance components between subjects (BS) and within subjects between days (BD) were estimated using restricted maximum likelihood algorithms in one-way random effect models.Results: For the 20 hairdressers with diaries, CT accounted for 279 min (58%) (SDBS = 39 min and SDBD = 85 min) of the working day and AT and breaks for 207 min (42%) (SDBS = 46 min and SDBD = 88 min). The hairdressers worked with the right arm elevated >60° for 6.8% of the whole job (SDBS = 2.8% and SDBD = 2.0%). On average, the hairdressers worked with the right arm elevated >60° for 9.0% of the time during CT, compared to 3.7% during AT, resulting in a contrast between tasks of 0.35.Conclusions: Hairdressers may be at risk for developing musculoskeletal disorders in the neck and shoulders due to a considerable occurrence of highly elevated arms, especially during CT. On the other hand, we do not find reasons to classify hairdressing as a job with too little variation. Posture variability between days within hairdressers was in the same order of magnitude as that between hairdressers, suggesting that ‘typical’ workdays do not exist. The exposure contrast between CT and AT for variables describing elevated arm postures indicates that for these variables a simple task-based approach for estimating job exposure could be successful.
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3.
  • Bäckström, Ingela, 1963-, et al. (författare)
  • Capturing Value-based leadership in Practice: : Insights from developing and applying an AI-interview guide
  • 2017
  • Ingår i: Simply Lean.
  • Konferensbidrag (refereegranskat)abstract
    • AbstractOne of the most critical aspects for building quality and innovation in organizations is the role of values. Performance suffers when organizations fail to prioritize values. A challenge for many leaders is to understand deep-rooted values together with what they are and how they are developed. These deep-rooted values are reflected in the behaviors, language and signs occurring in the organization and can be seen as the organizations culture. When a culture is shaped, leadership is central and the managers in the organization are vital. Managers in an organization affect the predominating culture through their behaviors and approach to their co-workers. This make it interesting to try to find out underlying values held by managers striving for good leadership and performance. Underlying values can be unconscious and taken for granted, and thereby hard to ask about.  By using an interview guide inspired by Appreciative Inquiry (AI) (an approach based on generativity and positivity), underlying values and the leadership used by top managers can be discovered. Purpose - The purpose of this paper is to present and discuss the results from the Appreciative Inquiry (AI) inspired interviews to explore the underlying values held by top manager and to identify soft aspects of leadership. Methodology/approach – Top managers were interviewed as a part of a research project with the aim to support the development of value-based leadership that integrates company values, organizational culture, customer needs and sustainable development. A structured interview guide, inspired by AI, was developed and used to pinpoint their motivation and vision of a good organization in order to understand the values the leaders had and to identify soft aspects of leadership.  The interviews were analyzed in workshops with the whole research group and structured and visualized through affinity chart. Findings – The results show underlying values held by top managers and identified soft aspects of leadership. Practical implications – The presented interview guide can be used to identify the top managers underlying values and the presented results from the interviews can be used to inspire other leaders to develop their leadership in their striving of good leadership and effective organizations.
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4.
  • Bäckström, Ingela, 1963-, et al. (författare)
  • Capturing value-based leadership in practice : Insights from developing and applying an AI-interview guide
  • 2018
  • Ingår i: International Journal of Quality and Service Sciences. - 1756-669X .- 1756-6703. ; 10:4, s. 422-430
  • Tidskriftsartikel (refereegranskat)abstract
    • Purpose – The purpose of this paper is to present and discuss the results from the appreciative inquiry (AI)-inspired interviews to explore the underlying values held by top managers and to identify soft aspects ofleadership.Design/methodology/approach – Top managers were interviewed as a part of a research project withthe aim to support the development of value-based leadership that integrates company values, organizationalculture, customer needs and sustainable development. A structured interview guide, inspired by AI, wasdeveloped and used to pinpoint their motivation and vision of a good organization to understand the valuesthat the managers had and to identify soft aspects of leadership. The interviews were analyzed in workshopswith the whole research teamand structured and visualized through affinity diagrams.Findings – The results showed the underlying values held by top managers and identified soft aspects ofleadership.Practical implications – The presented interview guide can be used to identify the top managers’underlying values, and the presented results from the interviews can be used to inspire other managers andleaders to develop their leadership in their striving of good leadership and effective organizations.Originality/value – The paper explains how to apply an AI-inspired interview guide in finding out valuebasedleadership and soft aspects of leadership for enhancing organizational culture.
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5.
  • Bäckström, Ingela, 1963-, et al. (författare)
  • Collection of baseline data – expanding the scope
  • 2016
  • Ingår i: EurOMA 2016 - Interactions.
  • Konferensbidrag (refereegranskat)abstract
    • For leaders to successfully meet the complexity of businesses today, many argue the need to design a performance measurement system that integrates hard data outcomes with soft measures found in organizational culture including values, norms, and behaviors. The purpose of this paper is to present an approach to collecting baseline data that captures the soft dimensions of organizational culture with system thinking as a guiding theory. The results present an approach for measuring the soft dimensions of organizational culture with description of methods, the type of data and what level of organizational culture they measure.
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6.
  • Hedlund, Christer, 1964-, et al. (författare)
  • Continuous Improvement of Leadership : Evaluation of peer-coaching experiments
  • 2017
  • Ingår i: Simply Lean.
  • Konferensbidrag (refereegranskat)abstract
    • This paper investigates continuous improvement of leadership with the aid of coaching and specifically peer-coaching as a model for leadership improvement. The paper is based on the idea of experimental learning both as a tool to motivate, educate and inspire leaders in two studied organizations. Learning-by-doing along with reflection has formed the basis for leadership improvement and leadership awareness in this study. The concept of Developing- by-doing have been used to help leaders design the foundation of an organizational specific coaching model. 
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7.
  • Hedlund, Christer, 1964-, et al. (författare)
  • Research On Toyota Kata? Proposing A Future Research Agenda For The Emerging Practice
  • 2016
  • Ingår i: Simply Lean.
  • Konferensbidrag (refereegranskat)abstract
    • Since the bestselling book “Toyota Kata” was first published in 2009 the practices of the Toyota Kata has spread quickly among practitioners and consultants all over the world. However, the number of academic papers and studies concerning Toyota Kata occurs as remarkably sparse. Based on the apparent gap, this paper identifies and proposes a future research agenda on Toyota Kata based on a survey with Swedish Toyota Kata experts. As a result, 20 areas are highlighted and identified as the currently most desirable to understand and study more closely. Based on the areas, six themes are also identified and formulated. 
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8.
  • Ingelsson, Pernilla, 1968-, et al. (författare)
  • Truly changing the culture – learnings from a value-based top leader
  • 2017
  • Ingår i: 20th QMOD conference.
  • Konferensbidrag (refereegranskat)abstract
    • Both TQM and Lean are said to rest on a number of values that in turn are said to be the building blocks of the organizational culture needed to successfully apply TQM or Lean in an organization. The reason why applying Lean or TQM fail is frequently explained by the lack of focusing on values and culture and instead too big focus on tools and methods. In this context, leadership is often mentioned as one if the main keys to change the organizational culture as the leaders in organizations are the bearer of values. There is also a strong connection between values held and behaviors shown by the leaders and the co-workers in the organization. So the question arises; how come it´s so hard to make the change in leadership behaviors and by that the organizational culture? At the same time, there are leaders succeeding with consciously changing the culture and the values held by the co-workers. What can we learn from such a leaders that have succeeded in changing an exciting culture in an organization?Purpose - The purpose of this paper is to present the values held by and the ways of working used by a top leader (COO) with the aim to change the organizational culture.Methodology/approach – The Chief Operating Officer (COO) of a successful Lean company was interviewed in order to identify the managers´ values as well as ways of working. A developed interview guide was used to get an understanding of the values the leader had and to identify “other” softer aspects of his leadership. The results from the study was analyzed by the researchers, first by each researcher individually, then in workshops as a group.Findings – The results show that the COO appears to have an understanding about the connection between values and behaviors something shown by the close connection between the identified ways of working and values. The result also shows ways of working to achieve a cultural change, were the use of ROFO can be seen as a driving force for this. The COO displays a leadership and a value-base much in line with Lean leadership and value-base.Practical implications – The presented results can be used by leaders in different types of organization in their work with developing the culture and leadership.
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9.
  • Ingelsson, Pernilla, 1968-, et al. (författare)
  • Using the employee satisfaction survey as a tool for building organizational culture
  • 2016
  • Ingår i: Simply Lean.
  • Konferensbidrag (refereegranskat)abstract
    • There is a strong relationship between employee satisfaction and organizational results and using an employee surveys effectively could support quality improvements and organizational culture. The purpose of this paper is to present an employee satisfaction survey designed to change organizational culture and co-worker behaviors. Included in the analysis are results from that survey focusing on culture and leadership. The results show that asking a different kind of questions in an employee satisfaction survey and analyzing the results in more detail could give an organization a management tool to be used both to monitor and to build organizational culture.
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10.
  • Lilja, Johan, 1978-, et al. (författare)
  • Metaphors We Manage and Develop Quality by : Screening and Elaborating on the Metaphors of Quality Management
  • 2017
  • Ingår i: Simply Lean.
  • Konferensbidrag (refereegranskat)abstract
    • Purpose: Metaphors are a powerful and human way of understanding and experiencing one kind of thing in terms of another. In Quality Management (QM) several metaphors are used to describe and bring to life the often abstract QM concepts and systems in clearer terms. These metaphors are undoubtedly of great importance for how QM is understood, communicated and practiced. They can also be assumed to have a significant impact on the perceived attractiveness of, and engagement in, QM systems. However, the metaphors of QM have seldom been systematically screened or put in focus, neither the topic of a critical discussion. The purpose of this paper is hence to contribute with a screening of the metaphors currently used, within QM literature and in practice among QM leaders, and then elaborate on their potential for improvement and development.Methodology/Approach: The paper is based on a literature review combined with interviews of QM leaders.Findings: The paper highlights that the current QM metaphors provide intuitive associations to properties such as stability, shelter, and structure but not to the important dynamic properties of QM, such as learning, or to the critical role of people in QM. It also provides suggestions for further improvements and development.Value of the Paper: The paper highlights the area of metaphors within QM as an important area for future research. It also provides insights concerning the successful use and selection of metaphors in future QM practice.
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