Bengt Köping Olsson | Mälardalen University (original) (raw)
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Papers by Bengt Köping Olsson
Design Principles and Practices: An International Journal—Annual Review, 2011
Design Principles and Practices: An International Journal—Annual Review, 2011
Background 235 Methodology 236 Descriptive languages 236 Reconsideration and timing 236 Referense... more Background 235 Methodology 236 Descriptive languages 236 Reconsideration and timing 236 Referenser 239 Appendix 1-Empiri (se bifogad DVD-skiva) 254
The 10th European Conference on Creativity and Innovation Ecci X, 2007
Page 225. 215 Chapter 15 The Role of Managers in the Post-industrial Work System Tomas Backström,... more Page 225. 215 Chapter 15 The Role of Managers in the Post-industrial Work System Tomas Backström, Lena Wilhelmson, Mattias Åteg, Bengt Köping Olsson and Marie Moström Åberg This chapter examines the manager's ...
Organizational Aesthetics, 2013
It is a win-win situation when an organization is able to take advantages of employee´s creativit... more It is a win-win situation when an organization is able to take advantages of employee´s creativity. We argue that creative developmental phases demands other kinds of patterns than production on daily basis, with maintained quality and efficiency. Thus collaborators need ...
Journal of Transformative Education, 2015
ABSTRACT
International Journal of Business and Management, 2013
A new managerial task arises in today's working life: to provide conditions for and influence int... more 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.
Design Principles and Practices: An International Journal—Annual Review, 2011
Design Principles and Practices: An International Journal—Annual Review, 2011
Background 235 Methodology 236 Descriptive languages 236 Reconsideration and timing 236 Referense... more Background 235 Methodology 236 Descriptive languages 236 Reconsideration and timing 236 Referenser 239 Appendix 1-Empiri (se bifogad DVD-skiva) 254
The 10th European Conference on Creativity and Innovation Ecci X, 2007
Page 225. 215 Chapter 15 The Role of Managers in the Post-industrial Work System Tomas Backström,... more Page 225. 215 Chapter 15 The Role of Managers in the Post-industrial Work System Tomas Backström, Lena Wilhelmson, Mattias Åteg, Bengt Köping Olsson and Marie Moström Åberg This chapter examines the manager's ...
Organizational Aesthetics, 2013
It is a win-win situation when an organization is able to take advantages of employee´s creativit... more It is a win-win situation when an organization is able to take advantages of employee´s creativity. We argue that creative developmental phases demands other kinds of patterns than production on daily basis, with maintained quality and efficiency. Thus collaborators need ...
Journal of Transformative Education, 2015
ABSTRACT
International Journal of Business and Management, 2013
A new managerial task arises in today's working life: to provide conditions for and influence int... more 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.