Developing HTO system’s thinking for organizational and technological change
To accentuate systems thinking, the acronym HTO has been used in order to emphasize that an operation will develop successfully and sustainably only if the three components, human, technology and organization are taken into account. The aim of this paper is to illustrate empirically how systems thinking in terms of HTO-interaction can be invoked and serve as a facilitator in organizational and technological change. A top-down change process for rationalization of post distribution did not achieve the calculated productivity gains. Ergonomist researchers at Link(o)ping University were consulted and in order to train management and postmen to develop an HTO-thinking, a number of learning laboratories were arranged by the research team. Using a model of Porras & Robertson (1992), 25 postal participants judged that each of the suggested improvement measures separately, explicitly or implicitly affected the organizational arrangements according to the model and thereby the outcome of the production system in a highly complex and intertwined way. In conclusion, this intervention invoked a systems thinking in the organization, which became a powerful tool in developing and implementing the improvement measures in all 602 postal distribution offices in Sweden and thereby contributed to enhanced productivity as well as postmens wellbeing.
Karltun, A.
Department of Industrial Engineering and Management, School of Engineering J(o)nk(o)ping University, J(o)nk(o)ping, Sweden Anette
国际会议
17th World Congress on Ergonomics(第十七届国际人类工效学大会)
北京
英文
1-6
2009-08-09（万方平台首次上网日期，不代表论文的发表时间）