En aktivitetsbaserad arbetsplats och dess påverkan på ledarskapet - En studie utifrån medarbetarnas perspektiv

Abstract

New organizational structures and practices are constantly introduced, which place new demands on the employer. A domain and concept that emerge in the context of workplace development is activity based working (from here on shortened to ABW). ABW consists of a varied office space including an active zone, a middle zone and a quiet zone, in which employees choose a workplace that is based on the current work task. This essay intends to study the leadership at an ABW. More specifically, if the leadership, from an employee perspective, changes during the transition to ABW. The study uses a qualitative approach and in order to answer this question, eleven interviews have been conducted at a specific organization. 3 The results show that the leadership changes when ABW is implemented. Within the organization, cross-border work has increased, managers are seen to be more accessible, and communication between employees and managers is more frequent. Another finding is that the management team is perceived to be more dynamic. The conclusion is that there has been a shift in the leadership, resulting in improved communication, greater collaboration between managers, and the workplace is perceived to be more unified. This is due to the fact that managers are perceived to be more accessible to all employees in the organization, which in turn has resulted in a more cross-border mode of operation.