DOI: 10.5279/dk-sa-dda-358
title: Dansk ledelse '90: Scenario-undersøgelse 1980
title: Management in Denmark: Scenario Survey, 1980

description: Projektet skal sætte fokus på de vilkår, som danske ledere skal arbejde under i l990, og på de metoder, som vil være nødvendige for at udnytte vilkårene. Målet er dels at opnå stærkere og mere konkurrencedygtige danske virksomheder og dels at fremme fornyelsen i den offentlige sektor.I undersøgelsen deltager ledere, fagfolk og politikere. Deltagerne er således ledere fra både den private og offentlige sektor, medlemmer af organisationer, politikere, lederuddannere og ledelsesforskere.Med udgangspunkt i Dansk Management Centers internationale kontaktcenter, European Foundation for Management Development (EFMD), ønskede DMC at starte en dansk organisation, som kunne anvendes som internationalt forum for ledelsesinformation. For at etablere denne danske EFMD-organisation inviterede DMC repræsentanter fra virksomheder/institutioner fra såvel den offentlige som den private sektor. I mødet deltog 40 interesserede, som efter en orientering om EFMD og de muligheder, en EFMD-organisation kan give deltagerne, enedes om at nedsætte en arbejdsgruppe, som ville bistå DMC med at definere de konkrete opgaver for en dansk EFMD-organisation.Arbejdsgruppen havde i efteråret 1979 to møder, under hvilke man kom frem til, at opgaverne for den danske EFMD-organisation bør være international ledelsesudvikling og erfaringsudveksling. Der var endvidere bred enighed om, at man burde stile mod at etablere et projekt, som kunne bevise levedygtigheden for en dansk EFMD-organisation.Det projekt, som forventes gennemført, er DANSK LEDELSE ''90 - ET INTERNATIONALT PERSPEKTIV, som sætter fokus på generel ledelse som helhed ud fra internationale og danske synsvinkler. Dansk ledelse ''90 har som det ene udgangspunkt det internationale samarbejde mellem European Foundation for Management Development og American Assembly of Collegiate Schools of Business (AACSB) om det internationale perspektivprojekt, Management and Management Education in a World of Changing Expectations.Dette vil give en afklaring på de internationale forventninger og krav, man stiller til ledelse frem til år 2010, foranlediget af de vilkår, ledere vil komme til at arbejde under.Som grundmateriale er anvendt de væsenligste perspektivplaner, der er fremstillet i verden i dag. Direktør Jacques Lessourne for OECD''s fremtidsperspektivplan, Interfuture Project, har ledet perspektivprojektet.Praktiske virksomhedsledere har derefter sammen med ledere fra ledelsesforskningsinstitutter formuleret de forventelige krav til fremtidens ledelse.Materialet er behandlet på to internationale kongresser, og rapporter herfra er udsendt til adskillige ledere, politikere og forskere i hele verden for en vurdering af forslagenes relevans.På en afsluttende kongres i Paris i juni 1980 har ca. 600 virksomhedsledere, forskere og politikere diskuteret deres forventninger til fremtiden og forventninger til fremtidens leder og lederuddannelse.Med dette udgangspunkt igangsættes de tiltag, som vil føre til, at Danmarks væsentligste ressourcer, den menneskelige arbejdskraft, anvendes på en mere hensigtsmæssig måde, samt at Danmark bliver mere konkurrencedygtig overfor omverdenen.Undersøgelsen er således en scenario-undersøgelse, og nærværende materiale er det første i rækken.Hensigten med undersøgelsen er at måle danske lederes (fra den offentlige og private sektor), forskeres, politikeres, og organisationsfolks forventninger til 1990 - ikke et ønske om at beskrive en videnskabelig sandhed.Spørgeskemaet er opdelt i emner: Personlige forhold; oplysninger om respondentens alder og køn. Internationale forhold; spørgsmål ang. politiske og sproglige forholds betydning for international handel. Knaphed/tilstrækkelighed på ressourcer; spørgsmål ang. verdens råstofsituation. Videnskab,teknologi og produktion; spørgsmål ang. videnskabens og teknologiens udvikling samt arbejdskraftens anvendelse. Værdinormer i samfundet; spørgsmål ang. politiske, sociale og arbejdsmæssige værdinormer. Klasse og grupper af folk; spørgsmål ang. familiestrukturen og tilknytning til arbejdsmarkedet. Samfundets struktur; spørgsmål ang. politiske gruppers indflydelse på samfundet, offentlig regulering og offentlig produktion. Endvidere spørgsmål ang. antal beskæftigede i forskellige erhverv og antal virksomheder i forskellige brancher. Arbejdsmarkedet; spørgsmål ang. lønsystemer, ansættelsessystemer og job-affinitet. Ledelse; spørgsmål ang. ledelsens struktur socialt og organisatorisk. Lederevner - færdigheder; spørgsmål ang. krav til lederne i det private erhvervsliv og det offentlige på tre forskellige niveauer; topledere, mellemledere og arbejdsledere/sektionschefer.Alle spørgsmål angår situationen i Danmark i 1990 sammenlignet med situationen i dag
description: The aim of the project is to focus on the conditions under which Danish managers will have to work in 1990, and on the methods which it will be necessary to apply in order to exploit these conditions. The objective of the project is to obtain stronger and more competitive Danish firms and to promote and encourage new thinking within the public sector.     #Taking part in this investigation are managers, experts, and politicians, including managers from both the private and the public sector, members of employers' as well as of employees' organizations, politicians, management coaches and management researchers.     #Choosing its international contact centre, the European Foundation for Management Development (the EFMD), as its starting point, the Danish Management Centre (the DMC) wished to launch a Danish organization with a view to making it an international forum of management information. In order to set up this Danish EFMD organization, the DMC invited some representatives of firms and institutions from the public as well as from the private sector. 40 persons who were interested in the idea attended the meeting; after a briefing about the EFDM and the prospects an EFDM organization opens up for those taking part, it was agreed to appoint a working party to assist the DMC in defining exactly which problems such an organization should take up.     #This working party held two meetings during the autumn of 1979, where it was decided that the Danish EFMD organization should take up the problems of international development in management and exchange of experience. It was also generally agreed that the organization should aim at setting up a project which would prove the viability of a Danish EFMD organization.     #The project which it expects to carry out is called DANISH MANAGEMENT '90 - AN INTERNATIONAL PERSPECTIVE; it focuses on management in general as considered from international and Danish angles. Danish Management '90 has as one of its points of departure the international co-operation between the European Foundation for Management Development and the American Assembly of Collegiate Schools of Business (the AACSB) in completing the international perspective project 'Management and Management Education in a World of Changing Expectations'.     #This will clarify the international expectations and demands which will be made on management until 2010 due to the conditions under which managers will have to work.     #The principal perspective plans produced in the world today are the basic material for the project. Jacques Lessourne, managing director of the OECD future perspective plan, the Interfuture Project, has been in charge of the perspective project.     #In co-operation with managers from institutes of management research, practical managers have then formulated the expected requirements of future management.     #The material has been discussed at two international congresses; and reports from these have been sent to a number of managers, politicians, and researchers all over the world for their assessment of the relevance of the proposals.     #At a final congress in Paris in June 1980, approx. 600 managing directors, researchers, and politicians discussed their expectations of the future, future managers and future management education.     #On the basis of these results, initiatives will be implemented which will lead to a more expedient use of the most important resource in Denmark, manpower, at the same time as these initiatives will increase Denmark's competitive power.     #Thus, the present material is the first of a series of scenario studies.     #The purpose of the survey is not to describe a scientific truth but to gauge the expectations which Danish managers (in the public as well as in the private sector), researchers, politicians, and members of organizations have of 1990.     #The questionnaire centres on a number of issues:     #1) personal matters: sex and age of the respondents,     #2) international matters: questions about the importance of    language and political conditions for international trade,     #c) shortage/sufficiency of resources:    questions about the raw material situation of the world,     #4) science, technology, and production: questions about the    development of science and technology and the use of manpower,     #5) norms of value in society: questions about political and social    values as well as values concerning work,     #6) classes and population groups: questions about    family structure and labour market association,     #7) structure of society: questions about the influence of    political groups on society, public regulations, and public    production, and questions about the number of people employed    in various trades and industries, and the number of firms    in various trades,     #8) labour market: questions about wage systems, employment    systems and job affinity,     #9) management: questions about the social and organizational    structure of management,     #10) management ability and skills wanted: questions about     the kind of demands made on three types of managers in the     private and in the public sector, i.e. top managers,     intermediate managers, and foremen/department managers.     #All questions relate to the 1990 situation (as compared with the situation in 1980)
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