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  • 1.
    Fredriksson, Maria
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Opinions by local politicians on community deleopment projects: two Swedish studies2005In: International Journal of Management Practice, ISSN 1477-9064, E-ISSN 1741-8143, Vol. 1, no 4, p. 309-329Article in journal (Refereed)
    Abstract [en]

    The current problems in the European Union with unemployment and cut-backs in the public sector might require initiatives within the social economy and the third sector, initiated by private citizens or others. Total Quality Management (TQM) might be a proper methodology for the practical work. Here opinions are presented about two societal development projects, as expressed by local politicians. They find such projects fruitful, and maybe even necessary for improving living conditions in rural areas. The difficulties experienced can be reduced if the improvement work is clearly defined and organised, and if information and communication are improved.

  • 2.
    Hansson, Jonas
    et al.
    University West, Trollhättan.
    Klefsjö, Bengt
    Sustaining quality management implementation in small organisations: experiences from quality award recipients2008In: International Journal of Management Practice, ISSN 1477-9064, E-ISSN 1741-8143, Vol. 3, no 1, p. 31-50Article in journal (Refereed)
    Abstract [en]

    While the use of Total Quality Management (TQM) continues to be high among large organisations, small organisations are still behind in considering such systematic and comprehensive quality efforts. One reason for this might be that many advocates of TQM consider the concept as a fixed entity to be utilised by any organisation independent of size. However, the specific characteristics of small organisations imply a need for a more tailored approach when initiating such considerable organisational changes as TQM. Therefore, further knowledge regarding quality management in the context of small organisations is needed. This paper is based on a multiple-case study and describes quality-related work in a number of small organisations, which have received a quality award for their successful work with TQM. The focus is on how successful small organisations organise their TQM-related activities and components. The TQM implementations were sustained by approaches focusing on external and internal customers, where measurements of external customer satisfaction and employee development, involvement and satisfaction comprised common TQM components. The empirical findings also indicate that small organisations can reach, and sustain, a successful TQM implementation without a thorough and formal organisational structure for quality.

  • 3. Harnesk, Roland
    et al.
    Schön, Karin
    Bäckström, Ingela
    Department of Engineering, Physics and Mathematics, Mid Swedish University, Ostersund.
    How successful Swedish organisations achieve sustainable health2005In: International Journal of Management Practice, ISSN 1477-9064, E-ISSN 1741-8143, Vol. 1, no 3, p. 233-250Article in journal (Refereed)
    Abstract [en]

    The costs connected with the rapidly increasing number of sick leaves have risen to alarming levels in Sweden and, for instance, Norway and the Netherlands. To find out how to handle the situation on an organisational level, a case study has been carried out at two organisations, which have been awarded for their excellent working environment and low number of sick leaves. One is a small manufacturing company and the other is a large public health care organisation. Both organisations are nonhierarchical with responsibility and authority delegated to different groups. The data collection has mainly been carried out through brainstorming in groups, structured in tree diagrams, complemented by interviews. Important methodologies for the managers are emphasis on low prestige and visibility, and functioning as coaches with activities aimed at building relations. On the basis of the result of this study, suggestions are presented, which are considered possible for other organisations to adopt.

  • 4.
    Ljungström, Martin
    Luleå tekniska universitet.
    Sustainable continuous improvements and work development: important factors for theory and practice2005In: International Journal of Management Practice, ISSN 1477-9064, E-ISSN 1741-8143, Vol. 1, no 4, p. 330-344Article in journal (Refereed)
    Abstract [en]

    Many companies initiate programmes containing continuous improvements (CI) and work development (WD), but a lot of those fail in terms of sustainability. The paper identifies important factors that need to be considered urgently if one wants to reach a sustainable work with CI and WD. The factors include aspects such as basic ideas, personal interest, simplicity, active management, structured work, clear goals and adaptability. These factors are then illustrated by two engineering companies that have been working with CI and WD for two to three years. The outcome of this test confirms that the identified factors are important.

  • 5. Wreder, Åsa
    et al.
    Klefsjö, Bengt
    How to create a successful workplace: the co-workers' opinion of "Sweden's best workplace"2007In: International Journal of Management Practice, ISSN 1477-9064, E-ISSN 1741-8143, Vol. 2, no 4, p. 345-367Article in journal (Refereed)
    Abstract [en]

    Employee involvement is important to support individual and organisational development, but can also lead to stress and sickness absence. To learn more about how managers should work to achieve forms of involvement that both promote employee health and organisational development, a case study was performed in a large bank that has reduced sickness absence while developing employee dignity and organisational performance. The paper describes the employees' view of what has been vital to create such a successful workplace and methodologies that have been used to achieve this. The results indicate that managers and employees have worked systematically to create a culture based on common values by choosing supporting methodologies.

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