Vinsamlegast notið þetta auðkenni þegar þið vitnið til verksins eða tengið í það: http://hdl.handle.net/1946/19518
In a world of increased competition and fast development, companies deal with numerous problems. One approach to meeting these problems can be the use of Self-Directed Work Teams. Self-Directed Work Teams are considered one of the most popular forms of redesign in organizations today. This case study takes a look at the use of change management in the implementation process of Self-Directed Work Teams in an Icelandic aluminium manufacturing plant.
The research questions of this case study are: 1) How increased knowledge can affect the opinions of operators working in the production lines of the aluminium manufacturing plant. 2) How did the increased knowledge influence the implementation process? The findings show that the majority of the operators stay positive but that there is an increase in negative answers that might suggest that some employees are starting to object and show resistance to the SDWT system.