| 1. |
|
|
| 2. |
- Ahlsson, Anders, 1962-, et al.
(författare)
-
A Swedish consensus on the surgical treatment of concomitant atrial fibrillation
- 2012
-
Ingår i: Scandinavian Cardiovascular Journal. - London, United Kingdom : Informa Healthcare. - 1401-7431 .- 1651-2006. ; 46:4, s. 212-218
-
Forskningsöversikt (refereegranskat)abstract
- Atrial fibrillation (AF) is a common arrhythmia among patients scheduled for open heart surgery and is associated with increased morbidity and mortality. According to international guidelines, symptomatic and selected asymptomatic patients should be offered concomitant surgical AF ablation in conjunction with valvular or coronary surgery. The gold standard in AF surgery is the Cox Maze III ("cut-and-sew") procedure, with surgical incisions in both atria according to a specified pattern, in order to prevent AF reentry circuits from developing. Over 90% of patients treated with the Cox Maze III procedure are free of AF after 1 year. Recent developments in ablation technology have introduced several energy sources capable of creating nonconducting atrial wall lesions. In addition, simplified lesion patterns have been suggested, but results with these techniques have been unsatisfactory. There is a clear need for standardization in AF surgery. The Swedish Arrhythmia Surgery Group, represented by surgeons from all Swedish units for cardiothoracic surgery, has therefore reached a consensus on surgical treatment of concomitant AF. This consensus emphasizes adherence to the lesion pattern in the Cox Maze III procedure and the use of biatrial lesions in nonparoxysmal AF.
|
|
| 3. |
- Backström, Tomas, et al.
(författare)
-
Manager's task to support integrated autonomy at the workplace : Results from an intervention
- 2013
-
Ingår i: International Journal of Business and Management. - Bayswater, W.A. : Canadian Center of Science and Education. - 1833-3850 .- 1833-8119. ; 8:22, s. 20-31
-
Tidskriftsartikel (refereegranskat)abstract
- A new managerial task arises in today’s working life: to provide conditions for and influence interaction between actors and thus to enable the emergence of organizing structure in tune with a changing environment. We call this the enabling managerial task. The goal of this paper is to study whether training first line managers in the enabling managerial task could lead to changes in the work for the subordinates. This paper presents results from questionnaires answered by the subordinates of the managers before and after the training. The training was organized as a learning network and consisted of eight workshops carried out over a period of one year (September 2009–June 2010), where the managers met with each other and the researchers once a month. Each workshop consisted of three parts, during three and a half hours. The first hour was devoted to joint reflection on a task that had been undertaken since the last workshop; some results were presented from the employee pre-assessments, followed by relevant theory and illuminating practices, finally the managers created new tasks for themselves to undertake during the following month. The subordinates’ answers show positive change in all of the seventeen scales used to assess it. The improvements are significant in scales measuring the relationship between the manager and the employees, as well as in those measuring interaction between employees. It is concluded that the result was a success for all managers that had the possibility of using the training in their management work.
|
|
| 4. |
- Backström, Tomas, et al.
(författare)
-
Managers' task to supportintegrated autonomy at the workplace. Results from an intervention. : International Journal of Business and Management; Vol. 8, No. 22; 2013
- 2013
-
Ingår i: International Journal of Business and Management. - Canada : Canadian centrer of science and education. - 1833-3850 .- 1833-8119. ; 8:22, s. 20-31
-
Tidskriftsartikel (refereegranskat)abstract
- A new managerial task arises in today’s working life: to provide conditions for and influence interaction between actors and thus to enable the emergence of organizing structure in tune with a changing environment. We call this the enabling managerial task. The goal of this paper is to study whether training first line managers in the enabling managerial task could lead to changes in the work for the subordinates. This paper presents results from questionnaires answered by the subordinates of the managers before and after the training. The training was organized as a learning network and consisted of eight workshops carried out over a period of one year (September 2009 – June 2010), where the managers met with each other and the researchers once a month. Each workshop consisted of three parts, during three and a half hours. The first hour was devoted to joint reflection on a task that had been undertaken since the last workshop; some results were presented from the employee pre-assessments, followed by relevant theory and illuminating practices, finally the managers created new tasks for themselves to undertake during the following month. The subordinates’ answers show positive change in all of the seventeen scales used to assess it. The improvements are significant in scales measuring the relationship between the manager and the employees, as well as in those measuring interaction between employees. It is concluded that the result was a success for all managers that had the possibility of using the training in their management work.
|
|
| 5. |
- Backström, Tomas, et al.
(författare)
-
The manager´s directing task
- 2011
-
Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- The manager has great influence over the talks in the workplace. A manager as usesthe appropriate tools can help employees become more democratic in meetings andmore receptive to what colleagues are saying. This in turn leads to increased learningand better working environment for employees. This is shown in a project withtwenty managers from different businesses. From the public sector participatedcounty council, state administration and municipal activity. From private industryparticipated small service companies, banking, automobile, and an additionalmanufacturing industry. The managers had during a year to participate in eightworkshops with different themes related to communication and collaboration,conducted by researchers from Mälardalen University, Dalarna University andStockholm University (Sweden). The employees were requested to answerquestionnaires before and after this year, to study the extent to which they have beeninfluenced by the fact that managers attended the training.The results show that the working groups not only become more competent,employees have also been more attached to their work group and working groupshave also become more involved in decisions regarding their work and workplaces.Results point at the importance of the manager to support integrated autonomy amongthe employees who then become responsible and empowered actors.The ideal that this project seeks is called integrated autonomy. This means that theactor at the same time should be both independent and belonging. Employees andwork groups, should as far as possible, be permitted and develop competence todecide how the work should be carried out. The employees belonging enables thedecision to be made within the framework of the practices, the culture and theobjectives that the group and the organization has developed. Belonging is both asupport to staff and ensures that the action is strongly influenced by the organization.The manager task is about providing conditions for interaction and to influence theemergence of collective competence and coordination in tune with a changingenvironment. This way of working, we describe as the managers' directing task.
|
|
| 6. |
- Backström, Tomas, et al.
(författare)
-
The manager’s directing task
- 2011
-
Konferensbidrag (refereegranskat)abstract
- The managers’ directing task This paper examines the manager’s role in the post-industrial work system. The post-industrial work system is complex and cannot be planned, managed, and controlled by one person - the manager alone cannot overlook, coordinate and comprehend ongoing activities. The central question of the study is how managers purposely can create possibilities for and influence interactions and relations that facilitates self organisation and develops collective competence. The study is theoretically grounded in theories on industrial work systems; leadership theory and theory within the field of organizational learning. The research was designed as a quasi-experimental study where interaction abilities within the employees were assessed before and after an intervention where their managers participated in a learning network. In all 20 managers participated, from different lines of business, each of them managing approx. from ten to 30 employees. Results point at the importance of the manager to support integrated autonomy among the employees who then become responsible and empowered actors. It is by participating in and directing the interaction in the workplace that the manager can lead in a post-industrial work system. We maintain that the actors’ understanding of and ways of talking about work and market are constantly emerging, re-created, and altered in interactions between them. How the actors understand and communicate influences, and are influenced by, how they work and how they cooperate in order to solve the work tasks of the organization, is crucial. We also maintain that managers have significant influence over the conditions for interaction. This managerial task, which has become important in the post-industrial work system, is seldom acknowledged in the literature on leadership and education. (Conference theme: Leadership studies in work and learning)
|
|
| 7. |
|
|
| 8. |
- Backström, Tomas, et al.
(författare)
-
The Role of Managers in the Post-industrial Work System
- 2011. - 1
-
Ingår i: Studies in Industrial Renewal. - Västerås : Mälardalen University Press. ; , s. 215-227
-
Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- This chapter examines the manager’s role in various work systems: the industrial and the post-industrial. Management is intimately dependent upon context. The post-industrial work system is characterized by flexibility. The coordination between departments and people within the organization, and between the organization and its environment, are not pre-defined by the organizational structures in the same way as they are in the industrial work system. Hence, a new managerial task arises: providing conditions and influencing the emergence of coordination in tune with a changing environment. We call this the directing managerial task. This chapter aims to give background on why the directing manager is needed and describe the directing task.
|
|
| 9. |
|
|
| 10. |
- Bolinder, Margareta, 1962-
(författare)
-
Handlingsutrymmets betydelse för arbetslösas upplevelser, handlingsstrategier och jobbchanser
- 2005
-
Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The main research problem in this thesis is how unemployed individuals experience and handle the situation of unemployment and how their actions are related to their action possibilities. These are determined by factors like level of education, vocational training, age, citizenship, handicap and level of unemployment on the local labour market. A common assumption is that search behaviour of unemployed individuals strongly affects their possibility to find a job. A central question in this thesis is if individuals’ behaviour has been overemphasised at the expense of real employment opportunities. The empirical part of this thesis is based on longitudinal data collected during a period of high unemployment. The sample is a national random sample existing of 3 500 Swedes interviewed by telephone in the beginning of 1996 and in the end of 1997. The results show that the expectations of the unemployed to find a job as well as their actual search behaviour are shaped by the situation they are in. The unemployed have job expectations that co-vary with their action possibilities, but as many as 31.3 per cent overestimate their chances and 10.5 per cent underestimate them. This result is based on questions about expectations to obtain a job related to the actual employment situation nearly two years later. Unemployed individuals’ job expectations co-vary with their experiences of the unemployment situation. Those who believe that their job chances are bad have a low mental sense of well-being, while the opposite is found among those who believe that their job chances are good. The sense of having control over the situation is important for an individual’s mental sense of well-being. Both strategies of activity and adaptation occur among the unemployed. Strategies that are meant to change the situation in an objective are most common, only a minority of the unemployed seem to have adapted to the situation of unemployment.
|
|
