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Numrering	Referens	Omslagsbild	Hitta
1.	Huber, Stefan, et al. (författare) Nymek AB : Case ID-011 2004 Annan publikation (övrigt vetenskapligt/konstnärligt)abstract The mechanical component producing company Nymek AB, based in Skellefteå/North Sweden, has undergone an extensive staff training program during the last years. The goal has been to engage the personnel in the production process and to create a higher team and development spirit. Constant improvements of the employee’s skills are considered necessary in order for the corporation to survive in today’s harsh global competitive situation. But, unlike most other companies, it’s strategy has not been to grow, but to survive, and maintain status quo. Within the program, the entire staff meet once every half year to discuss strategies. Furthermore, the workers are organized in groups whose leaders meet once every second week in order to debate goals and to document achievements. The program has been a costly investment for the company. One of the most difficult changes was the alternation of the staff’s attitude. Having been part of a concern listed on the stock exchange, the employees had to realize that Nymek AB today is no more than a local firm with a restricted clientele and that the company’s owners want it to stay like that.

Huber, Stefan, et al. (författare)
Nymek AB : Case ID-011
2004
Annan publikation (övrigt vetenskapligt/konstnärligt)abstract
- The mechanical component producing company Nymek AB, based in Skellefteå/North Sweden, has undergone an extensive staff training program during the last years. The goal has been to engage the personnel in the production process and to create a higher team and development spirit. Constant improvements of the employee’s skills are considered necessary in order for the corporation to survive in today’s harsh global competitive situation. But, unlike most other companies, it’s strategy has not been to grow, but to survive, and maintain status quo. Within the program, the entire staff meet once every half year to discuss strategies. Furthermore, the workers are organized in groups whose leaders meet once every second week in order to debate goals and to document achievements. The program has been a costly investment for the company. One of the most difficult changes was the alternation of the staff’s attitude. Having been part of a concern listed on the stock exchange, the employees had to realize that Nymek AB today is no more than a local firm with a restricted clientele and that the company’s owners want it to stay like that.

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