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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
Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation. (IPR (Innovation and Product Realisation))ORCID iD: 0000-0002-1277-4877
Högskolan Dalarna.
Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation. (IPR (Innovation and Product Realisation))ORCID iD: 0000-0001-5390-6760
Pedagogiska Institutionen, Stockholms Universitet.
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2013 (English)In: International Journal of Business and Management, ISSN 1833-3850, E-ISSN 1833-8119, Vol. 8, no 22, p. 20-31Article in journal (Refereed) Published
Abstract [en]

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.

Place, publisher, year, edition, pages
Canada: Canadian centrer of science and education , 2013. Vol. 8, no 22, p. 20-31
Keywords [en]
Integration, autonomy, manager, enabling, communication, dialogue, improvisation
National Category
Engineering and Technology
Identifiers
URN: urn:nbn:se:mdh:diva-23306DOI: 10.5539/ijbm.v8n22p20ISBN: 18338119 (print)OAI: oai:DiVA.org:mdh-23306DiVA, id: diva2:679133
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Regisserad kompetensutvecklingInnovationsgymAvailable from: 2013-12-13 Created: 2013-12-10 Last updated: 2017-12-06Bibliographically approved

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Backström, TomasKöping Olsson, Bengt

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