Effects of the transition to a client-centred team organization in administrative surveying work
(2002) In Behaviour & 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)
Please use this url to cite or link to this publication:
https://lup.lub.lu.se/record/331111
- author
- Gard, Gunvor LU ; Lindstrom, K and Dallner, M
- organization
- publishing date
- 2002
- type
- Contribution to journal
- publication status
- published
- subject
- in
- Behaviour & 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
- additional info
- The information about affiliations in this record was updated in December 2015. The record was previously connected to the following departments: Division of Physiotherapy (Closed 2012) (013042000)
- id
- 987ae1d8-3511-410a-a5fa-93ef5b414076 (old id 331111)
- date added to LUP
- 2016-04-01 11:57:45
- date last changed
- 2022-01-26 20:49:27
@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 = {{Behaviour & 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}},
doi = {{10.1080/01449290210136783}},
volume = {{21}},
year = {{2002}},
}