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- Andersson Schaeffer, Jennie, 1974-, et al.
(författare)
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Spatial design for continuous improvement : The case study of three manufacturing companies
- 2010
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Ingår i: International journal of computer integrated manufacturing (Print). - : Taylor & Francis. - 0951-192X .- 1362-3052. ; 23:8-9, s. 791-805
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Tidskriftsartikel (refereegranskat)abstract
- There are places in industry intended for communication regarding continuous improvement. This paper presents an observation of the state of practice today in one large and two medium-sized companies. It explores spatial design in continuous improvement areas and how spatial design may hinder or support communication regarding improvements. Although implementation and development of lean manufacturing is a subject for research in an industrial context, the spatial design is not well developed as a supporting variable. Computers or digital visualisation tools are not used in the improvement areas of the studied companies, even though the companies have a highly automated production. The improvement areas serve as a complement to the integration of manufacturing through computers. The improvement areas enhance the possibility to develop shared knowledge of how the production works and to coordinate actions. The architectural and semiotic analysis of the spatial design for continuous improvement in industry implies a different perspective and includes aspects of cognition, information, communication and treats how and what the elements in the improvement areas communicate.
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- Backström, Tomas, et al.
(författare)
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Communication as a Mechanism for Cultural Integration
- 2013
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Ingår i: Nonlinear Dynamics, Psychology, and Life Sciences. - 1090-0578 .- 1573-6652. ; 17:1, s. 87-105
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Tidskriftsartikel (refereegranskat)abstract
- Providing autonomy for employees ensures innovation competence if balanced by integration into the organization. The aim of this article is to study processes leading to the integration of employees into the company culture. The two research questions are: What makes the culture of a work group similar to the company culture? How is a work group culture constructed? Theories that are employed concern culture as an organizing structure emerging in the interaction, company culture as a way to exert control, and social networks as a way to describe the interaction. Empirical data come from a merchant bank from which 105 respondents from ten work groups answered questions about their communication and their integration into the company culture. The results show that the sub-culture of the group emerges in communication between members of the group. There seems to be a self-reinforcing spiral between collegial talk, especially about goals, plans and changes at the work place, and cultural integration. All members of a group should be included in this communication to create a strong culture. The value system of the supervisor strongly influences the sub-culture of the work group. Appointing supervisors with values that correspond to the company culture and provide for employee communications is thus central for organizations using culture as a tool for control.
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| 8. |
- Backström, Tomas, et al.
(författare)
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Communication as a mechanism for culture integration
- 2011
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Ingår i: Proceedings of the 55th Annual Meeting of the ISSS. - 9781618394927
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Konferensbidrag (refereegranskat)abstract
- Autonomy of employees is one way to ensure the flexibility, adaptability and innovation competence needed in organisations working on a global market. This has to be dynamically balanced on a system level by integration of the employees into the organisation. Formulation and communication of an organisational culture is one way to integrate employees to an understanding of the work that increases the chances of co-ordinated behaviour towards the goal of the organisation.The aim of this article is to increase the knowledge about processes leading to integration of employees into the organizational culture. The hypothesis is that culture emerges in the interaction between members of a social group. Thus, the article is studying the importance of communication, the research questions are: What makes the culture of a work group similar to the organizational culture?, How is a work group culture constructed? and How is it possible that some members of the workgroup are integrated in the organizational culture while others are not?Theories used are about culture as an organizing structure emerging in interaction between actors, about organizational culture as a way for management to exert control, and about social networks as a way to describe the interaction processes is.The empirical data comes from a merchant bank in Sweden famous for: long term competitiveness, a decentralized organisation and the use of organizational culture. 105 respondents from ten work groups of this bank have answered questions about their communication and their integration into the organisational culture.The results show that communication between members of a group is a mechanism behind the development of the sub-culture of the group and the integration of each individual member into this subculture. There seems to be a self-reinforcing spiral between collegial talk, especially about goals, plans and changes at the work place, and culture integration. To build a strong subculture it is important to have all members of a group included in this communication, since persons in the periphery of the talk pattern tends to be less integrated. The value system of the group’s supervisor is strongly influencing the sub-culture of the work group. Thus, to hire supervisors with the correct values and giving resources to employees for communication is central for an organisation using organisational culture as a tool for control.
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- Backström, Tomas, 1957-, et al.
(författare)
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Conclusions
- 2017
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Ingår i: International Series in Operations Research and Management Science, Volume 255. - Cham : Springer New York LLC. - 9783319559841 ; , s. 167-171
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Bokkapitel (refereegranskat)abstract
- In this concluding chapter, each of the previous chapters are reflected upon based on the emergent quality management paradigm presented in Chap. 9 by Backström. This book introduces four processes: innovation, production, knowledge creation, and value creation processes. It is emphasised that companies must prioritise and develop all four of these processes to survive and prosper. Throughout the book, dichotomies associated with these processes have been elaborated on and discussed. Historically, these dichotomies have often created dilemmas owing to the current understanding of their relations. However, as suggested in this book, alternative perspectives can be used in a constructive way to resolve these potentially high-impact dilemmas. Recognising the dichotomies as mutually dependent gives further possibilities for the development of production systems.
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