Studying Resilient Action Strategies of First Line Managers

Studying Resilient Action Strategies of First Line Managers Johan Karltun1*, Anette Karltun1, Karin Havemose1, Magnus Karlsson1, Sofia Kjellström2 1 Department of Supply Chain and Operations Management, School of Engineering, Jönköping University, Box 1026, 551 11 Jönköping, Sweden 2 Jönköping Academy for Improvement of Health and Welfare, School of Health and Welfare, Jönköping University, Box 1026, 551 11 Jönköping, Sweden ABSTRACT Background: One important key to an organization’s long-term competitiveness is the ability of first line managers (FLMs) to handle their role as a leader in daily work. FLMs main task is to contribute to a high and stable production output according to customer demands from an input that is characterized by instability and variability. To do so, FLMs must develop resilient action strategies – ways of working and daily problem solving that systematically facilitate to cope with instability. In this study protocol we present a methodological approach developed to evaluate and improve these. Methods/Design: The research approach is collaborative and developmental and performed together with two companies. The approach integrates and extends the theory and application of a model on interactive research and a framework on activity analysis. It will be applied using data collection techniques like interviews, diaries, observations, document analysis, and questionnaires. The analysis and development stages will be performed both separate and in collaboration in workshops and the result is planned to end up in the joint writing of a generic handbook on advantageous action strategies for FLMs’. Discussion: This study contributes with a new integration of two methodological approaches which provides a novel way to understand and develop dynamic on-the-job behaviour in work settings. Keywords: variability; coping; activity analysis; collaborative research; interactive research; manufacturing industry 1. Background First line managers (FLMs) hold a key function in organizations’ long-term competitiveness in terms of their ability to handle the role as leaders in daily work. In manufacturing industry, this should be done in such a way that it provides stable output according to customer demands from an input of material and resources that often are characterized by short term disturbances, variability, different role expectations, goal conflicts, and chaos (Tengblad, 2012). Here we focus on blue collar workers’ FLMs, who in their role as FLMs have a lot of conflicting objectives to manage, for example, regarding available resources, subordinates’ views versus superiors’, centralized and/or local control, * Correspondence to Department of Supply Chain and Operations Management, School of Engineering, Jönköping University, Box 1026, 551 11 Jönköping, Sweden. Email: Social Science Protocols, February 2021, 1-15. 1 http://dx.doi.org/10.7565/ssp.v4.5293 optimization of cost and capability (quality and delivery). At the operational level of detail, FLMs have to balance daily deliveries in relation to development activities, i.e., technical development, product development, implementation of new system and management concepts (McKay & Wiers, 2004). These tasks should be performed in a context which cannot be characterized as stable but constantly changing and subject to variability and disturbances (Bakker, Demerouti, & Verbeke, 2004; Rabey, 2008; Tengblad, 2012). In order to do so in a sustainable way, the FLMs have to develop action strategies about ways of working and problem solving that systematically facilitate coping with the situation. We call this resilient action strategies, which relates to the capability of FLMs to manage the situation including everything that does not occur as planned during a work period, see Figure 1. Figure 1. First line manager’s resilient action strategies in production systems. 1.1 The role of FLM In a manufacturing industry the FLM plays a key role in the interface between the top management, the techno-structure and the operative core. The FLM is “the manager of the middle line” who incorporate standards from the techno-structure, handles disturbances in the operating core and aggregate feedback information both up and down in the hierarchy and sideways in the operative flow (Mintzberg, 1983). On the shop floor level, FLM’s daily work is characterized by complexity, conflicting goals, intense pressure to perform (deliver) and a high level of social interaction with subordinates (Delbridge & Lowe, 1997). Scherer (1998) describes shop floor control as decision-making in a socio-technical environment where constantly conflicting objectives regarding cost, output and personnel must be dealt with. McKay and Wiers (2004) describe shop floor control in manufacturing as being chaotic and characterized by instability, unforeseen problems to deal with, problematic to handle by formal techniques, and constantly needing human judgment and decision making in at least 95 % of all businesses. All these tasks of the middle line manager require personal contacts. Like the squirrel “Ratatosk”, the herald in the mythical tree “Yggdrasil”, the FLM is a Social Science Protocols, February 2021, 1-15. http://dx.doi.org/10.7565/ssp.v4.5293 2 significant communication link and coordinator between the different parts of the organisation. In industrial activities FLMs operate in a complex system where different planning horizons meet and are in motion. On the shopfloor, where the FLM operates, the long-term strategic planning transforms into daily operational practice. In these processes the FLM has a key position and role as a linking point. In fact, both research and experience show that the different processes are closely linked. ”In reality, the strategic management of any operation cannot be separated from how resources and processes are managed at a detailed day-to-day level” (Slack & Lewis, 2017, p. 262). Therefore, the project focuses on FLMs, who are the individuals who have a management position in a hierarchy closest to the production where the value-adding processes occur, the shopfloor level. After this brief introduction to the project’s overall logic, we can sum up some key factors that FLMs depend on to be able to fulfil their role over time: - Understanding the expectations and the conditions provided by decisions made by others and/or at higher levels in the organisation (Purcell & Hutchinson, 2007). - Being able to interpret information and communicate both upwards, downwards and sideways in a complex system (Mintzberg, 1983). - Being able to balance conflicting needs, interests and goals between different parts of the system (Delbridge & Lowe, 1997). - Take action and navigate in an ever-changing and chaotic environment (Argyris, 2000; McKay & Wiers, 2004). - Being able to change leadership-style due to different situations and needs (Hersey & Blanchard, 1988). - Have a high degree of stress resistance (Tengblad, 2 (...truncated)