Changing the working environment by changing people
Author
Petrea, Viorel
Term
4. term
Publication year
2019
Submitted on
2019-09-03
Pages
78
Abstract
Denne afhandling undersøger de udfordringer, der opstår, når en organisation indfører ny teknologi i en betonproduktionsafdeling, og hvordan man kan overvinde implementeringsbarrierer. Den måde, topledelsen – som er drivkraften for forandring – valgte at håndtere forandringen på, havde stor betydning for resultatet af implementeringen. Arbejdet er udført med en abduktiv tilgang, dvs. en løbende vekselvirkning mellem teori og data. Primære data er indsamlet gennem fire semistrukturerede interviews med medarbejdere fra forskellige afdelinger, og sekundære data stammer fra en litteraturgennemgang. Forskningsdesignet er et casestudie. Afhandlingen anvender og bidrager til forståelsen og brugen af tre etablerede modeller i analysen af den konkrete kontekst: Lewins tretrins forandringsmodel (optøning–ændring–fastfrysning), fiskebensdiagrammet (årsag–virkning-analyse) og Leavitts diamant (samspil mellem mennesker, opgaver, struktur og teknologi). Samlet set giver analysen indblik i, hvordan ledelsesvalg og organisatoriske forhold kan lette eller hindre en vellykket teknologisk implementering.
This thesis examines the challenges that arise when an organization introduces new technology in a concrete production division and how to overcome implementation barriers. The approach taken by top management—the engine for change—had a major impact on the outcome of the technology rollout. The study follows an abductive approach, meaning it iterates between theory and data. Primary data were collected through four semi-structured interviews with people from different departments, and secondary data come from a literature review. The research design is a case study. The thesis uses and contributes to the understanding and application of three established models to analyze the specific context: Lewin’s Three-Step Change Model (unfreeze–change–refreeze), the Fishbone Diagram (cause-and-effect analysis), and Leavitt’s Diamond (interaction among people, tasks, structure, and technology). Overall, the analysis shows how leadership choices and organizational factors can help or hinder successful technology implementation.
[This abstract was generated with the help of AI]
Keywords
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