natgillin/translations-raw huggingface dataset:
En tredjedel kom med forslag angående en forlængelse af arbejdstagerrepræsentanternes tid i bestyrelsen og behovet for kontinuitet, d.v.s. at i det mindste nogle af bestyrelsesmedlemmerne fortsatte på deres post.
One third made suggestions relating to lengthening the period of office of worker directors and the need for continuity, that is, having at least some of the directors continue in office.
Andre opståede emner omfattede behovet for klarere retninglinjer for og bedre uddannelse af arbejdstagerrepræsentanterne.
Other issues arising included the need for clearer terms of reference and more training for worker directors.
En fjerdedel understregede behovet for større fortrolighed og klarhed om, hvad der kan tilbagerapporteres til vælgerne, mens en femtedel ikke mente, at der var behov for ændringer på indeværende tidspunkt.
A quarter stressed the need for greater confidentiality and clarity about what could be reported back to constituents, while one fifth felt that no changes were needed at this time.
ARBEJDSTAGERREPRÆSENTATIONENS VIRKNING - ET OVERBLIK
THE IMPACT OF THE WORKER DIRECTOR - AN OVERVIEW
Hvilken indvirkning har arbejdstagerrepræsentanterne haft på de virksomheder, hvor de blev valgt?
What impact have worker directors had in the companies in which they have been elected?
Hvad har de ændret i enten stor eller lille målestok?
What have they changed in either large or small measure?
Har det kunnet betale sig at have dem?
Has their advent been worthwhile?
Det er i høj grad tilfældet, at spørgsmålene er klarere og mere præcise end svarene.
It is certainly true that the questions are clearer and crisper than the answers.
(a) Arbejdstagerrepræsentanten og dennes indvirkning på bestyrelsesplanet
(a) The worker director and his impact at board level.
(b) Arbejdstagerrepræsentanten og dennes indvirkning på det mellemste lederplan
(b) The worker director and his impact at middle management level.
(c) Arbejdstagerrepræsentanten og dennes indvirkning på fagforenings- og tillidsmandsplanet
(c) The worker director and his impact at union and shop steward level.
(d) Arbejdstagerrepræsentanten og dennes indvirkning på arbejdstager- planet .
(c) The worker director and his impact at employee level.
Det er vanskeligt, at betragte arbejdstagerrepræsentanternes indvirk ning på bestyrelsen og behandle deres bidrag dertil uden at have en vis idé om, hvordan bestyrelsen fungerer. Der er mange definitioner
It is difficult to consider the impact of worker directors at board level, and to discuss their contribution to the board,without having some notion of the function of boards.
(a) Juridisk - at varetage og godkende ændringer i virksomhedens aktiver
(a) Legal - to safeguard and approve alterations in the company's assets.
(b) Ledelse - udvælgelsen af den øverste chef og en redegørelse for virksomhedens præstation
(b) Management - the selection of the chief executive and review of company performance.
(c) Planlægning - udarbejdelsen af virksomhedens mål, idet ansvaret over for aktionærerne, arbejdsstyrken og samfundet tages i betragtning.
(c) Planning - the establishment of corporate objectives taking account of responsibilities to shareholders, workforce and the community.
Det er langt vanskeligere at udføre disse funktioner og pligter i et dårligt økonomisk klima, og det var hovedsageligt i et sådant økonomisk klima, at arbejdstagerrepræsentantinitiativet blev udført.
These functions and duties are much more difficult to discharge in a poor economic climate and it was in the main in such an economic climate that the
-33- forskellige aktionærer, og opfylde dets juridiske forpligtelser uden for mange belastninger. Det kunne imidlertid hævdes, at bestyrelsens pligter og ansvar er meget mere tyngende, når det økonomiske klima er ugunstigt, eller virksomheden kommer i vanskeligheder.
- 30 worker director initiative took place. In such a climate the pressures on the companies' objectives from the shareholders (in this case the government), the workforce, and, the community, are all the greater and the potential conflicts all the sharper.
Begge disse faktorer gjorde sig gældende, hvad angik i det mindste nogle af de virksomheder, der omfattedes af undersøgelsen.
It could be argued, however, that the duties and responsibilities of directors are much more onerous when the economic climate is adverse or the company gets into difficulties.
Der var et par betydelige fordele i denne periode ved at have arbejdstagerrepræsentanter i bestyrelsen.
Both these factors operated in the case of at least some of the companies dealt with in the study.
Andre bestyrelsesmedlemmer og topledelsen henviste hertil.
There were a couple of significant benefits in having worker directors on boards during this time which were adverted to by other board members and senior management.
En fordel var den øgede bevidsthed om de hæmmende forhold, som bestyrelsen og ledelsen arbejdede under, og en anden var fjernelsen af den mystik, som ofte omgiver bestyrelsesaktiviteter.
One was the greater awareness of the constraints which the boards and the management were working under and another was the elimination of the mystery and mystique which tends to surround board activities.
Dette medførte, at bestyrelsen og ledelsen opnåede større troværdighed, især når dårlige nyheder skulle videregives.
This resulted in greater credibility for the board and management, particularly in the communication of bad news.
En yderligere fordel, som er forbundet med dette sidste forhold, var den assistance, som arbejdstagerrepræsentanterne i mindst ét tilfælde var i stand til at give ved gennemførelsen af nødvendige rationaliseringsforanstaltninger.
A further benefit, and related to this latter point, was the assistance which worker directors were able to provide, in at least one instance, in helping necessary rationalisation measures to go through.
M.h.t. negative faktorer pegedes der i andre tilfælde på, at arbejdstagerrepræsentanterne, skønt de kunne acceptere den finansielle logik bag visse beslutninger om nedskæringer, p.g.a. deres repræsentative rolle ikke kunne følge det op ved at støtte bestyrelsens kollektive beslutning eller, hævdedes det, ved at opfylde visse lovbefalede pligter.
On the negative side, in other cases, it was pointed out that worker directors while being able to accept the financial logic behind certain decisions in regard to cutbacks were unable, because of their representative role, to follow through in supporting the collective decision of the board, and, it was argued, in discharging certain statutory responsibilities.
Udover deres bidrag på bestyrelsesplanet, som i visse tilfælde var betydeligt, og anerkendt som sådan af bestyrelsesmedlemmer og topledelsen, ydede arbejdstagerrepræsentanterne endnu et bidrag som var psykologisk.
Apart from their contribution at board level, which was in certain cases substantial, and acknowledged as such by board members and senior management, another contribution of worker directors was psychological.
Det blev antydet i ret brede kredse, at der var en forbedret harmoni og et bedre klima i virksomheder p.g.a. personalets repræsentation i virksomhedens højeste forum, og at de ansatte under vanskelige økonomiske forhold havde glæde heraf.
It was suggested fairly widely that there was improved harmony and a better climate in organisations deriving from the fact that staff were represented at the highest forum in the company, and, in difficult economic circumstances, employees derived comfort from this.
Men enhver betragtning af de bidrag, som ydedes af arbejdstagerrepræsentanterne måtte retfærdigvis ses i lyset af de bidrag, bestyrelser yder i almindelighed.
But any consideration of contributions which were made by worker directors would have to be seen, in fairness, against the contributions which boards make in general.
Det synes på en måde lidt uretfærdigt, at udvælge arbejdstagerrepræsentanter til undersøgelse, og det ville måske være en god idé at lade en undersøgelse foretage af bestyrel sens bidrag generelt til en effektiv ledelse af statsselskaber og
It seems somewhat unfair, in a sense, to single out worker directors for study and it might, perhaps, be worthwhile having a study undertaken of the contribution of boards generally to the effective running of State companies and the impact of interrelationships between the board, the management, and the central administration.
Der var respondenter, som mente, at det simpelthen ikke var nogen god idé at have arbejdstagerrepræsentanter.
There were respondents who felt that having worker directors was just not a good idea.
Dette kom sommetider frem selv efter, at de havde erklæret sig enige i, at der var fordele ved at have dem.
And this sometimes emerged even after they would have agreed that benefits had come from having them.
Som eksempel herpå sagde et bestyrelsesmedlem, som var ret positiv over for idéen, i en opsummering, at initiativet havde fungeret godt, at arbejdstagerrepræsentanterne havde passet godt ind i bestyrelsen og havde ydet et ikke ringe bidrag.
As an example of this, one director, who was quite favourable to the idea, said in summary that the initiative had worked well, worker directors had fitted in well at the board, and had made quite a contribution.
Han tilføjede derefter, at bestyrelsen i hans virksomhed altid havde fungeret godt og effektivt og var ikke sikker på, om den havde fungeret bedre ved arbejdstagerrepræsentation. Hvordan kan disse to synspunkter forenes?
He then went on to add that the board in this company had always worked well and effectively and he did not know if, through having worker directors, it had worked any better.
Måske forholder det sig som i visse virksomheder, at da først initiativet var påtvunget dem, blev der gjort bestræbelser, især af bestyrelsesformanden og i nogle tilfælde af den øverste leder, på at få det til at fungere.
Perhaps it is like as happened in certain companies, once the initiative had been thrust on them efforts were made especially by the chairman and chief executive, in some cases, to make it work.
De følte, at de havde succes heri, for så vidt at arbejdstagerrepræsentanterne var blevet inkluderet som fulde medlemmer af bestyrelsen og bidrog på en møde-til-møde basis uden at gøre det vanskeligt for bestyrelsen at tage beslutninger.
They felt successful in this so far as worker directors had been included as full board members contributing on a meeting to meeting basis, and without making it difficult for the board to make decisions.
Et spørgsmål, som på nogle måder angik et konkret bidrag, kunne pågældende bestyrelsesmedlem være ude af stand til at besvare.
On a question relating in some ways to a distinctive contribution, the director in question, could be at a loss to answer.
Det spørgsmål kan imidlertid stilles, om det er helt i sin orden at forsøge at bedømme arbejdstagerrepræsentanterne på basis af, om de har ydet et konkret bidrag.
And, again, it might be asked is it entirely in order to seek to judge worker directors on the basis of making a distinctive contribution?
Bedømmes andre bestyrelsesmedlemmer på grundlag af et konkret bidrag?
Are other directors judged on the basis of a distinctive contribution?
De fleste ulemper ved arbejdstagerrepræsentationen og grundlaget for nogle bestyrelsesmedlemmers modstand mod idéen havde at gøre med arbejdstagerrepræsentanternes repræsentative rolle.
Most of the disadvantages of worker directors and the basis on which some board members would be against the idea related to the representational role of worker directors.
Der er ovenfor henvist til ét aspekt heraf, nemlig at arbejdstagerrepræsentanterne, mens de syntes at acceptere det logiske i en beslutning, alligevel ikke kunne støtte den, fordi den gik imod en bestemt gruppes interesser.
Reference has been made above to one aspect of this, namely, worker directors while appearing to accept the logic of a decision yet being unable to support it because it was against the interests of this particular interest group.
-35- af indblanding fra arbejdstagerrepræsentanternes side eller et forsøg fra deres side på ved bestyrelsesmøder at bringe emner på bane, som havde at gøre med driftsledelsen og fortrolighedsspørgmålet.
Two other issues deriving seemingly from the representational role and which created tension at board meetings were perceived interference by worker directors or worker directors seeking to introduce issues relating to operational management at board meetings and the question of confidentiality.
Det emne, som angik en formodet indblanding i driftsledelsens område, kan lige så vel som noget andet skyldes manglende mulighed for at deltage på et andet niveau i virksomheden, hvor det ville være passende at bringe sådanne emner på bane.
The issue relating to supposed interference in the executive management area may have been due as much as anything else to lack of opportunity to participate at another level in the company where raising such issues would be appropriate.
Fortrolighedsspørgsmålet nævntes tidligere i rapporten.
The question of confidentiality was mentioned earlier in the report.
Det blev betragtet som et problem eller et potentielt problem, stort eller lille, af mange medlemmer af bestyrelsen og den øverste ledelse.
It was seen as a problem or a potential problem, big or small, by many directors and senior managers. It seemed a more generalised fear of
Det syntes at være en mere generel frygt nærmere for, hvad der muligvis kunne ske end for faktiske katastrofer, som havde fundet sted, skønt der var tilfælde, hvor det blev fremhævet, at der var sket fortrolighedsbrud.
32 what might happen rather than of actual catastrophes that had taken place, though there were instances, where it was pointed out confidentiality had been breached.
Nogle respondenter mente faktisk, at systemet havde fungeret, fordi arbejdstagerrepræsentanterne i almindelighed havde handlet meget fornuftigt og havde været i stand til at klare jobbet på trods at dets implicitte skizofrene karakter.
Indeed the view of some respondents was that the system had worked because, worker directors, in general, had acted very sensibly and had managed to overcome the implicit schizophrenic nature of the job.
Loven om Medindflydelse på Arbejds pladsen siger, at arbejdstagerrepræsentanten er bestyrelsesmedlem på linie med ethvert andet bestyrelsesmedlem, men i diskussionerne omkring loven og dens mål og sigte lå spørgsmålet om tilbagerapportering, som i høj grad var en vigtig forventning blandt det menige personale i samtlige virksomheder.
The Worker Participation Act states that worker directors shall be directors like any other director but implicit in the discussions surrounding the Act and implicit in discussions of its aims and objectives was the question of reporting back and certainly reporting back was a major expectation held by rank and file personnel in all companies.
P.g.a. muligheden for, at arbejdstagerrepræsentanternes loyalitet kunne være delt og ligge dels hos bestyrelsen og dels hos arbejdstagerne, gav nogle respondenter udtryk for bekymring for, at disse forhold kunne føre til, at bestyrelsen og bestyrelsesmedlemmerne blev hæmmede i diskussioner, og at der således forekom en modarbejdelse af bestyrel sens effektivitet m.h.t. beslutningstagning.
Because of the possibility of divided loyalties on the part of worker directors, to the board and to employees, some respondents expressed concern that these matters could lead to the board and board members becoming inhibited in discussion thus militating against board effectiveness in decision making.
Nogle bestyrelsesmedlemmer, og ikke blot en håndfuld, anså enhver tale om på noget tidspunkt at videregive bestyrelsesoplysninger som et fortrolighedsbrud.
Some directors, and not just a handful, saw any question of giving out any board information at any time as a breach of confidentiality.
Hvis et sådant synspunkt tages, er det sandsynligt, at arbejdstagerrepræsentation mindst vil føre til periodiske spændinger på bestyrelsesplanet, da det, hvis man skal dømme efter svarene fra andre grupper, er vanskeligt at se, hvordan initiativet blot nogenlunde kunne overleve uden en vis grad af
If such a view is taken it is likely that the presence of worker directors will lead to at least intermittent tensions at board level since it is difficult to see, judging from the responses of other groups, how the initiative could survive in any worthwhile way without some degree of feedback.
Resultater, der gik ud på, hvordan den mellemste ledelse betragter arbejdstagerrepræsentanterne ud fra forskellige synsvinkler, blev nogenlunde detaljeret beskrevet.
Results were outlined in some detail concerning how middle managers view worker directors along different dimensions.
I det store og hele var de positive over for arbejdstagerrepræsentantinitiativet, skønt der eksisterede en del forskellige meninger blandt dem og blandt andre grupper, hvoraf nogle kort er blevet beskrevet.
Generally speaking they viewed the worker director initiative favourably though there were some differences between themselves and other groups some of which have been outlined.
Ikke desto mindre var der to emner, som ikke fremgik direkte af resultaterne, emner som angik den mellemste ledelse, og som er betydningsfulde.
Yet there were two issues which did not emerge directly in the findings relating to middle managers and which are of importance.
Det første er en ret stærk fornemmelse blandt lederne af, at arbejdstagerrepræsentanterne ikke repræsenterer dem eller ikke anser sig selv for at repræsentere dem.
The first is a feeling, quite marked, among managers that worker directors do not represent them or consider themselves as representing them.
Dette hidrører, så vidt vi kunne se, til dels fra det forhold, at arbejdstagerrepræsentanterne tilbagerapporterer til forskellige arbejdstagergrupper og fagforeninger, men ofte uden at ledelsen er repræsenteret i nogle af disse grupper eller bliver taget meget lidt i betragtning, hvad angår feedback.
This stems in part, as far as we could see, from the fact that worker directors report back to different groups of employees and unions and yet, frequently, management are not represented in any of these groups or receive very little consideration in terms of feedback.
Der findes utvivlsomt ledere, som ikke ønsker at deltage på denne måde; men en række ledere gør.
Undoubtedly there are managers who do not wish to participate in this way but a number do.
Det andet emne, som meget ofte dukkede frem i interviewerne med lederne, var, at arbejdstagerrepræsentanterne havde haft meget ringe indvirkning på deres arbejdsområde.
The other issue which came through very often during interviews with managers was that worker directors had had little impact in their, sphere of
Og man ville måske forvente, at arbejdstagerrepræsentanterne øvede en vis indflydelse på det plan.
- 33 operations. And one would perhaps not expect worker directors to have impact at that level.
Hvis medindflydelsen imidlertid skal udvides nedefter, og mange har påstået at "det er startet det forkerte sted", må den nødvendigvis omfatte dette niveau.
If participation is to be extended downwards, however, and many have contended that "it has begun in the wrong place", it will inevitably involve this level.
Til tider havde forfatterne på fornemmelsen, og til tider rapporteredes det direkte af arbejdstagerrepræsentanter og arbejdstagere, at der kunne forventes modstand fra ledelsens side, hvis der blev gjort forsøg på at udvide medindflydelsen nedefter.
The authors sensed at times, and at other times it was reported directly, by worker directors and employees,that opposition might be expected from management if attempts were made to extend participation downwards.
Til tider udtrykte lederne tvivl m.h.t. udviklinger nedefter og beskrev, hvordan det kunne hjælpe eller hindre dem i deres arbejde.
And at times managers mentioned misgivings about developments downwards and how it might help or hinder them in doing their work.
Det kan ikke nægtes, at nogle og sandsynligvis mange ledere ikke er helt overbevist om gavnligheden af medindflydelse på lavere trin, hvad angår effektiv opnåelse af resultater.
It is true to soy that some and probably many managers arc not altogether convinced of the usefulness of participation at lower levels in more effectively accomplishing results.
-37- og det ville være beklageligt, hvis ledere, som antager en skeptisk holdning over for de nuværende medindflydelsesidéer blev anset for vrangvillige eller reaktionære på grund af deres holdning.
Much thought and effort, it would seem to the authors, would need to be put into developing systems of participation below board level and it would be regrettable, if managers who hold views which are sceptical of participation ideas as they are currently known, were to be deemed recalcitrant or reactionary at this point in time because of them.
Hvad med arbejdstagerne, fagforeningerne og tillidsmændene og indflydelsen fra arbejdstagerrepræsentanterne?
What of employees, unions and shop stewards and the impact of worker directors?
Hvor der ikke findes strukturer under bestyrelsesplanet, må arbejds tagerrepræsentanterne kæmpe med modstridende og uforenelige krav.
In the absence of below board structures the worker directors are at the mercy of competing and irreconcilable demands. Without such structures there
Uden sådanne strukturer har der ikke været gjort mange forsøg på at definere arbejdstagerrepræsentanternes rolle, på at differentiere deres rolle fra andre repræsentative roller såsom tillidsmandens, og arbejdstagerrepræsentanterne er derfor udsat for næsten enhver form for kritik.
Oft has been little attempt to define their role, to differentiate the role of worker directors from other representational roles such as that of shop steward, and,consequently worker directors are open to almost any form of criticism.
Mens arbejdstagere på lavere niveauer i virksomheden har en tendens til at se de repræsentative aspekter af rollen, er de ikke uden forståelse for en planlægningsrolle og forholdsvis uafhængig rolle.
While employees at lower levels in the organisation tend to see the representational aspects of the role they do not lack all appreciation of a wider policy making and relatively independent role for the worker directors.
I princippet ville mange, skønt på ingen måde alle, acceptere en sådan bredere og uafhængig rolle; men i praksis kan tendensen til at forsøge at få arbejdstagerrepræsentanten på ens egen side, når ens interesser står på spil, være for overvældende.
In principle many, though not by any means all, would concede such a wider and independent role but in practice the tendency to try to enrol the worker director on one's own side when one's interest is at stake may in many cases be too powerful.
Hvad angår fagforeninger, giver fagforeningsfunktionærer, skønt de er positivt indstillet og indrømmer, at der i begrænset omfang kan drages nytte af initiativet, i nogle tilfælde indtryk af at være på vagt.
As regards unions, by and large,trade union officials while favourable and acknowledging some limited usefulness from the initiative give the impression in some cases of being watchful.
Når man tager manglen på klarhed over arbejdstager repræsentanternes rolle i betragtning, er dette i høj grad for ståeligt.
Given the lack of clarity about the role of worker directors this is certainly understandable.
-38- struktur at fratage arbejdstagerrepræsentanterne den byrde at kommunikere med alle, en klart umulig opgave.
As with other groups one of the most pervasive issues raised by all groups including shop stewards and employees.was the question.of communication or the lack of it between worker directors and. themselves.
At kommunikationsspørgsmålet er et vanskeligt spørgsmål, blev gjort klart af nogle arbejdere, da de sagde, at problemet i deres tilfælde var, at skønt arbejdstagerrepræsentanterne mødtes med tillidsmændene, videregav tillidsmændene ikke nogle oplysninger fra disse møder.
That the issue of communication is a difficult one was made clear by some employees when they said that the problem in.their.ease was that the worker directors met with shop stewards,but,that shop stewards did not relay information from these meetings.