Tiimit ja johtamisen organisoituminen asiantuntijatyössä
Abstrakti
TEAM BUILDING, SOCIAL ORGANIZATION
OF MANAGEMENT
This paper describes the way in which a change
to team organization was reflected in, and
simultaneously affected, the way in which the
management's work is organized. Using
ethnographic data from the House, as I will call this
workplace, located in Helsinki, this paper shows how
the House's organization changed from a traditional
bureaucratic model into a self-directed team-based
organization. Out of the House's four most
significant managers, two took an active tack, and
participated to the meetings arranged by the two
active teams. Two other managers, in turn, largely
withdrew from team work. Consequently, the two
active managers' influence in the House was
enhanced to that extent in which the House's most
important managerial processes were delegated into
new teams.
