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Effects of the transition to a client-centred team organization in administrative surveying work

Gard, Gunvor LU ; Lindstrom, K and Dallner, M (2002) In Behavior and Information Technology 21(2). p.105-116
Abstract
A new work organization was introduced in administrative surveying work in Sweden during 1998. The new work organization implied a transition to a client-centred team-based organization and required a change in competence from specialist to generalist knowledge as well as a transition to a new information technology, implying a greater integration within the company. The aim of this study was to follow the surveyors for two years from the start of the transition and investigate how perceived consequences of the transition, job, organizational factors, well-being and effectiveness measures changed between 1998 and 2000. The Teamwork Profile and QPS Nordic questionnaire were used. The 205 surveyors who participated in all three study phases... (More)
A new work organization was introduced in administrative surveying work in Sweden during 1998. The new work organization implied a transition to a client-centred team-based organization and required a change in competence from specialist to generalist knowledge as well as a transition to a new information technology, implying a greater integration within the company. The aim of this study was to follow the surveyors for two years from the start of the transition and investigate how perceived consequences of the transition, job, organizational factors, well-being and effectiveness measures changed between 1998 and 2000. The Teamwork Profile and QPS Nordic questionnaire were used. The 205 surveyors who participated in all three study phases constituted the study group. The result showed that surveyors who perceived that they were working as generalists rated the improvements in job and organizational factors significantly higher than those who perceived that they were not yet generalists. Improvements were noted in 2000 in quality of service to clients, time available to handle a case and effectiveness of teamwork in a transfer to a team-based work organization group, cohesion and continuous improvement practices-for example, learning by doing, mentoring and guided delegation-were important to improve the social effectiveness of group work. (Less)
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author
organization
publishing date
type
Contribution to journal
publication status
published
subject
in
Behavior and Information Technology
volume
21
issue
2
pages
105 - 116
publisher
Taylor & Francis
external identifiers
  • wos:000177523400003
  • scopus:0036492342
ISSN
0144-929X
DOI
10.1080/01449290210136783
language
English
LU publication?
yes
id
987ae1d8-3511-410a-a5fa-93ef5b414076 (old id 331111)
date added to LUP
2007-08-20 13:52:47
date last changed
2017-01-01 04:42:24
@article{987ae1d8-3511-410a-a5fa-93ef5b414076,
  abstract     = {A new work organization was introduced in administrative surveying work in Sweden during 1998. The new work organization implied a transition to a client-centred team-based organization and required a change in competence from specialist to generalist knowledge as well as a transition to a new information technology, implying a greater integration within the company. The aim of this study was to follow the surveyors for two years from the start of the transition and investigate how perceived consequences of the transition, job, organizational factors, well-being and effectiveness measures changed between 1998 and 2000. The Teamwork Profile and QPS Nordic questionnaire were used. The 205 surveyors who participated in all three study phases constituted the study group. The result showed that surveyors who perceived that they were working as generalists rated the improvements in job and organizational factors significantly higher than those who perceived that they were not yet generalists. Improvements were noted in 2000 in quality of service to clients, time available to handle a case and effectiveness of teamwork in a transfer to a team-based work organization group, cohesion and continuous improvement practices-for example, learning by doing, mentoring and guided delegation-were important to improve the social effectiveness of group work.},
  author       = {Gard, Gunvor and Lindstrom, K and Dallner, M},
  issn         = {0144-929X},
  language     = {eng},
  number       = {2},
  pages        = {105--116},
  publisher    = {Taylor & Francis},
  series       = {Behavior and Information Technology},
  title        = {Effects of the transition to a client-centred team organization in administrative surveying work},
  url          = {http://dx.doi.org/10.1080/01449290210136783},
  volume       = {21},
  year         = {2002},
}