| 1. |
- Allebeck, Peter, 1952, et al.
(författare)
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Gothenburg study of women and alcohol: Low prevalence of abuse - trend toward increase appears to have abated : Studie i Göteborg om kvinnor och alkohol: Låg förekomst av missbruk - ökningen förefaller ha avklingat
- 2001
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Ingår i: Läkartidningen. - 0023-7205. ; 98:10, s. 1103-07
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Tidskriftsartikel (refereegranskat)abstract
- Prevalence of alcohol dependence and abuse (ADA) was determined in a cohort of women selected by stratified random sampling from the general population in Gothenburg. A questionnaire was administered to 3,130 women and 399 were interviewed. Questions were asked about social background, living conditions, family and working life. Volume and frequency of alcohol intake were recorded, and diagnoses were made according to DSM-III. We found that the one-year prevalence of ADA was 1.5 percent and the life time prevalence 3.3 percent. In a follow-up five years after base-line, the prevalence of ADA was unchanged, while indicators of high alcohol consumption and high episodic drinking showed reduced levels of problem drinking.
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| 2. |
- Ahlin, Sofie, 1985, et al.
(författare)
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Adipose Tissue-Derived Human Serum Amyloid A Does Not Affect Atherosclerotic Lesion Area in hSAA(+/) (-/)ApoE(-/-) Mice
- 2014
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Ingår i: Plos One. - : Public Library of Science (PLoS). - 1932-6203. ; 9:4
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Tidskriftsartikel (refereegranskat)abstract
- Chronically elevated serum levels of serum amyloid A (SAA) are linked to increased risk of cardiovascular disease. However, whether SAA is directly involved in atherosclerosis development is still not known. The aim of this study was to investigate the effects of adipose tissue-derived human SAA on atherosclerosis in mice. hSAA1(+/-) transgenic mice (hSAA1 mice) with a specific expression of human SAA1 in adipose tissue were bred with ApoE-deficient mice. The hSAA1 mice and their wild type (wt) littermates were fed normal chow for 35 weeks. At the end of the experiment, the mice were euthanized and blood, gonadal adipose tissue and aortas were collected. Plasma levels of SAA, cholesterol and triglycerides were measured. Atherosclerotic lesion areas were analyzed in the aortic arch, the thoracic aorta and the abdominal aorta in en face preparations of aorta stained with Sudan IV. The human SAA protein was present in plasma from hSAA1 mice but undetectable in wt mice. Similar plasma levels of cholesterol and triglycerides were observed in hSAA1 mice and their wt controls. There were no differences in atherosclerotic lesion areas in any sections of the aorta in hSAA1 mice compared to wt mice. In conclusion, our data suggest that adipose tissue-derived human SAA does not influence atherosclerosis development in mice.
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| 3. |
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| 4. |
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| 5. |
- Backström, Tomas, et al.
(författare)
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Manager's task to support integrated autonomy at the workplace : Results from an intervention
- 2013
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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
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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.
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| 6. |
- Backström, Tomas, et al.
(författare)
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Managers' task to supportintegrated autonomy at the workplace. Results from an intervention. : International Journal of Business and Management; Vol. 8, No. 22; 2013
- 2013
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Ingår i: International Journal of Business and Management. - Canada : Canadian centrer of science and education. - 1833-3850 .- 1833-8119. ; 8:22, s. 20-31
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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.
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| 7. |
- Backström, Tomas, et al.
(författare)
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Regisserad kompetensutveckling
- 2008
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Ingår i: Nordisk arbetslivsforskningskonferens. - Växjö.
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)
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| 8. |
- Backström, Tomas, et al.
(författare)
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The manager´s directing task
- 2011
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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.
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| 9. |
- Backström, Tomas, et al.
(författare)
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The manager’s directing task
- 2011
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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)
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| 10. |
- Backström, Tomas, et al.
(författare)
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The Role of Managers in the Post-industrial Work System
- 2011. - 1
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Ingår i: Studies in Industrial Renewal. - Västerås : Mälardalen University Press. ; , s. 215-227
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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.
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