natgillin/translations-raw huggingface dataset:
Da den nye struktur havde været i gang i et par måneder, anmodede afdelingens leder - under hensyn til vanskelighederne, hans mellemste le dere var kommet ud for - selskabets uddannelsesafdeling om at foreslå et uddannelsesprogram.
When the new structure had been in operation for a few months, the manager of the department, having regard to the difficulties experienced by his middle managers, asked the company training department to propose a training programme.
Denne anbefalede tre 3-dages moduler vedr. lederskabsteknikker, motivation og organisation af en arbejdsgruppe. Man tilkaldte en ekstern konsulent, hr, Michel Guillon, til at organisere dette.
It recommended three 3-day modules on the techniques of leadership, motivation and organization of a work group.
Konsulenten var meget interesseret i at etablere den virkelige art af mellemste ledelses uddannelsesbehov og anmodede om et møde med afdelingens leder.
The consultant was anxious to establish the true nature of the middle management's training requirements and asked to see the head of department.
Efter dette møde opgav man det foreslåede, formelle tekniske uddannelsesprogram til fordel for et "formåisfrit forskningsprojekt", ifølge hvilket mellemste ledelse skulle diskutere problemerne, de kom ud for, i deres respektive enheder og deres egne roller i disse. Dette skulle foregå på regelmæssige møder, arrangeret af uddannelseskonsulenten i selskabets lokaler.
Following their meeting, the proposed formal technical training programme was dropped in favour of an "action-research" project in which the middle managers could discuss the problems encountered in their respective units and their own role within them at regular meetings run by the training consultant on company premises.
Selvom yderligere udviklinger efter denne aktion ikke var blevet specifikt udelukket, blev det klart, at programmet kun sigtede på mellemste ledere.
Although further developments following this action had not been specifically excluded, it was clear that it was intended for the middle managers only.
Det var uddannerens rolle at virke som katalysator under diskussioner ne.
The trainer's role was to act as a catalyst in the discussions.
Eftersom han også skulle virke som mellemmand mellem afdelingens chef og de regionale ledere for at gøre ændringsprocessen nemmere, indeholdt hans bidrag imidlertid et stærkt element af konsultation i organisations mæssig udvikling (OU),
However, since he also had to act as an intermediary between the manager of the department and the regional heads in order to ease the process of change, his contribution contained a strong element of consultancy in organizational development (OD).
Uddannelse af mellemste ledere
Training of the middle managers
De mellemste lederes første reaktion på projektet var ret tøvende.
The middle managers' initial reaction to the project was fairly hesitant.
Møderne begyndte i oktober 1976 og afholdtes med en måneds mellemrum i løbet af lidt over seks måneder.
The meetings began in October 1976 and were held at a frequency of about one a month over a period of slightly more than six months.
De første møder koncentrerede sig om at gøre status over de forskel lige arbejdsopgaver og prioriteringer.
The early sessions concentrated on taking stock of the various tasks and priorities.
Deltagerne blev f.eks, enige om, at de ikke ville lade sig forstyrre af afdelingens chef, nårsomhelst det passede ham.
For instance, the participants agreed that they should not allow themselves to be disturbed by the head of department whenever it pleased him.
Herefter gik de i gang med at definere de nye roller, associeret med jobberigelsesordningen. De beklagede sig imidlertid
They then addressed the task of defining the new roles
Mellemste ledeleeegruppe blev en elage "tænkerpanel", der udeluk­kede det tilsyneførende personale.
The middle management group became a sort of "thinktank" from which the supervisory staff were excluded.
Det blev indlysende for konsulenten og flere af de mellemste ledere, at det var nødvendigt at associere de tilsynsførende med, hvad de foretog sig, for at man kunne etablere en ny form, for medbestemmende organisation i de regionale afdelinger.
It became apparent to the consultant and several of the middle managers that it was necessary to associate the supervisors with what they were doing in order to establish a new form of participative organization in regional divisions.
De foreslog derfor over for afdelingens chef, at samme konsulent burde arrangere parallelle uddanneleeeforanstaltninger for de tilsynsførende og at konsulenten kunne virke som forbindelsesled mellem de to hierar­kiske trin.
They therefore suggested to the head of department that parallel training arrangements for the supervisors should be organized by the same consultant, who could act as a link-man between the two hierarchical levels.
Afdelingens chef fik overrakt et arbejdsdokument i slutningen af denne første 6-måneders møderække, der - for de deltagende juniormed­lemmer, der havde overværet møderne - især havde tjent disse som en intellektuel og psykologisk forberedelse til ændringer i deres adfærd og i deres opfattelse af deres rolle, funktioner og beføjelser.
A working document was handed to the head of department at the end of this first 6-month period of meetings, which, for the junior members who had attended them, had served primarily as an intellectual and psychological preparation for changes in their behaviour and in their perception of their role, functions and powers.
Uddannelse for det tilsynsførende personale
Training for the supervisory staff
Afdelingens chef tog forslaget fra mellemste ledere op til over­vejelse og etablerede en lignende uddannelsesordning for det tilsynsfø­rende personale i maj 1977,
The head of department took up his middle managers' suggestion and a training scheme similar to theirs was set up for the supervisors in May 1977.
Flere af de tilsynsførende havde allerede i nogen tid anmodet om en sådan uddannelse, fordi de var utilfredse med at være udelukket fra ordningen, som de ikke forstod ret meget af, og de var ængstelige for dens følger.
Several supervisors had been calling for such training for some time, because they were unhappy at being excluded from a scheme which they did not understand very well and were afraid of its consequences.
De tilsynsførendes reaktion var alligevel mere end tøvende.
At all events, the supervisors' reaction was more than hesitant.
Flere af disse, specielt folk med den længste tjenestetid, anså uddan­nelsen for at være en trusel.
Several of them, especially those with the longest service, regarded it as a threat.
Ville den ikke få dem til at deltage i at organisere tabet af deres egen autoritet og kontrol?
Was it not making them take part in organizing the loss of their own authority and control?
Oplysninger, der sivede ud til dem fra de mellemste lederes tænkerpanel, bidrog ikke til at berolige dem.
Such information as was filtering through to them from the middle managers' "thinktank" was doing nothing to reassure them.
De mente, at en klimaændring højst sandsynligt ville føre til en forøgelse af kontoristernes muligheder for initiativ og ansvar, og de havde vanskeligt ved at forestille sig den nye ledende rolle, de kunne opnå til gengæld.
They understood that the change in the atmosphere was likely to lead to an increase in the clerks' scope for initiative and responsibility, but they found it difficult to visualize the new leadership role which they could gain in exchange.
Ville mødet med uddanneren ikke afsløre deres mangel på lederevne og måske oven i købet resultere i, at de mistede deres job?
76 with the trainer expose their lack of leadership skills and perhaps even result in the loss of their jobs?
Uddannelsen af det tilsynsførende personale var præget af ængstelighed, modvilje, interne konflikter og konflikter med mellemste le delsesgruppe.
The training of the supervisory staff was marked by anxiety, resistance, internal conflicts and conflicts with the middle management group.
Man etablerede to undergrupper, der undertiden arbejdede hver for sig og undertiden tilsammen, men altid parallelt med mellemste ledelses gruppe.
Two sub-groups were set up and they sometimes worked separately and sometimes together, but always in parallel with the middle management group.
Det første krav var at lære holdarbejde, som de tilsynsførende ikke var vant til.
The first requirement was to learn team work, to which the supervisors were not accustomed.
Indlæringsprocessen gik langsomt.
The learning process was slow.
Efter at have gjort stillingen op m.h.t, problemerne, de tilsynsførende kom ud for, udarbejdede de to undergrupper tilsammen et dokument, der definerede alt, der med de regionale inddelinger som baggrund kunne bidrage til at udvikle flerfærdigheder blandt kontorpersonalet og bedre kommunikationer mellem mellemste ledelse, de tilsynsførende og kontoristerne.
Having taken stock of the problems met by supervisors, the two sub-groups jointly drew up a document defining everything which, in the context of regional divisions, could help to develop multiple skills in the clerical staff and better communications between middle management, supervisors and clerks.
På samme måde som de mellemste ledere havde anklaget de tilsynsførende for at stille sig i vejen for ændringen, kritiserede de tilsynsførende de mellemste ledere, idet de påstod, at de ikke stod tilstrækkeligt til rådighed, at de tilbageholdt informationer og at de overhovedet ikke overdrog ansvar.
Just as the middle managers had accused the supervisors of obstructing change, the supervisors criticized the middle managers, claiming that they did not make themselves sufficiently available, withheld„information and delegated nothing.
Tillige med denne kritik fandtes der ikke ubetydelige, følelsesbetonede anklager.
In addition to these criticisms, there were not insignificant emotive charges.
Afdelingens chef og konsulenten foreslog en række møder, der skulle overværes af både mellemste ledere og de tilsynsførende, således at deres synspunkter kunne overvejes i relation til hinanden ud fra kendsgerningerne, og som også skulle lette det spændte forhold.
The head of department and the consultant proposed a series of meetings to be attended by both middle managers and supervisors so that their points of view could be considered in relation to each other on the basis of facts and also in order to relax the tension.
Fælles uddannelse af mellemste ledere og tilsynsførende, samt en definition af ændringsprocessen
Joint training of middle managers and supervisors, and def_inition_of process_ of change
I oktober 1977 begyndte man på en ny uddannelseefase.
A new phase of training began in October 1977 .
Den etartede med tre forholdsvis formelle seminarer vedr. gruppelederskab, der over væredes af afdelingens chef som almindelig deltager samt af mellemste ledere og de tilsynsførende.
It started with three fairly formal seminars on group leadership which were attended by the head of department, as an ordinary participant, as well as by middle managers and supervisors.
Herefter oprettedes tre blandede uddannelsesgrupper af ledere og tilsynsførende til udarbejdelse af fælles
Then three mixed training groups of managers and supervisors were set up to devise joint solutions to the problems raised.
75 løsninger til de rejste problemer.
77 in relations between regional heads and supervisors.
Der var betydelige forskelle mellem de enkelte eller grupperne m.h.t, erhvervelsen af en ny "kultur" og den praktiske omsætning heraf til nye adfærdsmønstre.
There was considerable variation from one individual or unit to another in the process of acquisition of a new "culture" and its practical translation into new behaviour patterns.
Hvad de mellemste ledere og de tilsynsførende i nogle enheder angår, havde relationernes klima ændret sig, idet de forstod hinanden bedre, havde større tillid til hinanden og kom deres kontorpersonale nærmere, men de ønskede ikke at føre sagen videre -i hvert fald ikke i øjeblikket.
In the case of the middle managers and supervisors in some units, the climate of relations had changed, they understood one another better, they were more confident in one another and they were closer to their clerical staff, but they did not wish to take matters any further, at least !
Andre var i varierende grad blevet opmuntret af at have lært nye adfærdsmønstre til i deres respektive enheder at etablere en dynamisk forskning med sigte på at finde en virkelig medbestemmende, ny form for organisation.
for the time being. Others had been encouraged, to varying degrees, by having learnt new behaviour patterns' to set up within their respec­tive units a dynamic of research aimed at finding a genuinely participatory new form o£ ui.ycmi.iaL.Lwri.
Den kombinerede uddannelse for mellemste ledere og tilsynsførende førte derfor ikke til vedtagelsen af en fælles ordning eller en kollek­tiv angrebsmåde eller en organisationsmæssig ændring, der kunne anvendes i alle enheder.
The combined training for middle managers and supervisors did not therefore lead to the adoption of any joint scheme or any collective approach or organizational change applicable to all the units.
Dette resulterede ganske naturligt i afvisningen af en konventionel ændringsproces, der var udarbejdet på en mere eller mindre medbestemmende måde, men som blev gennemført ovenfra.
Implicitly this meant the rejection of a conventional process of change devised in a more or less participatory manner, but implemented from above.
Manglende enighed om planer til en organisation af enhederne på en ny måde betød tværtimod, at enhederne selv frit kunne organisere måden, på hvilken de skulle ændres, således at planlægningen og introduktionen af en ny form for arbejdsorganisation var resultatet af et kompromis mellem de regionale lederes interesser, de tilsynførendes og kontorister­nes i en given enhed.
On the contrary, the absence of agreement on plans for organizing the units on new lines meant that the units themselves were left free to organize the manner in which they were to be changed, so that the planning and introduction of a new form of work organization was the outcome of compromise between the interests of the regional head, the supervisors and the clerks in a given unit.
En sådan fremgangsmåde medførte ganske naturligt usikkerhed og farer.
Such an approach obviously involved uncertainties and risks.
Uddannelseslederen og lederen af afdelingen for menneskelige relationer, der hidtil kun havde fulgt uddannelsesprogrammet på afstand, begyndte at blive bekymret.
The training manager and the human relations manager, who had only followed the training programme from a distance" up to this point, began to be worried.
Man blev enig om, at ordningen skulle begræn­ses til et indledende eksperiment, der skulle ledes af konsulenten i en af enhederne, hvis ledere og kontorister allerede havde anmodet om as­sistance fra konsulenten.
It was agreed that the scheme would be restricted to an initial experiment to be run by the consultant in one of the units whose managers and clerks had already requested assistance from the consultant.
Herudover etablerede man et "støtteudvalg", der bestod af selskabets administrerende direktør, lederen af afdelingen for menneskelige relationer, afdelingens leder, uddannelseslederen og
In addition a "sponsorship committee" made up of the general manager of the company, the human relations manager, the manager of the department, the training manager and the consultant was set up to monitor the development of the experiment.
I virkeligheden lancerede andre enheder under anvendelse af forskellige metoder spontant og hemmeligt deres egne selvundervisningsordninger, der sigtede på nye former for arbejdsorganisation.
78 other units, using different methods, spontaneously and clandestinely launched their own selfteaching schemes aimed at new forms of work organization.
Sideløbende med de af konsulenten ledede uddannelsesordninger for mellemste ledere og det tilsynsførende personale havde kontoristerne, der havde været reorganiseret i divisioner siden 1977, efterhånden lært at udvide deres færdighedsområde,
On the sidelines of the training schemes for the middle managers and supervisors run by the consultant, the clerks, reorganized on divisional lines since 1977, had gradually learnt to extend their range of skills.
I lang tid var denne indlæringsproces' initiativ opstået blandt kontoristerne selv, idet den ene gav den anden anvieninger på selve jobbet, hvie og når de forekellige dokumentationetyper skulle behandles.
For a long time the initiative for this learning process had come from the clerks themselves, with one giving others on-the-job instruction as and when various types of documentation had to be processed.
Den eneste motivation var deres interesse i at forstå det almindelige pro duktionsomfang og de administrative opgaver i en afdeling, som de tidligere kun havde haft delvis kendskab til.
The only motivation was their interest in understanding the overall range of production and administrative tasks in a section of which they had previously had only a partial view.
Denne udvidelse af kontorister nes færdigheder blev faktisk ikke - og bliver stadig ikke - anerkendt m.h.t, klasser eller løn.
In fact, this enlargement of the clerks' technical skills was not - and still has not been -recognized in terms of grades or salaries.
Bortset fra en pjece har fagforbundene ikke foretaget sig noget til fordømmelse af denne situation.
Apart from one leaflet, the trade unions have not taken any action to denounce this situation.
Alle grupper var således til en vis grad engageret i erhvervelsen af flerfærdigheder, Ingen var tvunget til at deltage.
Thus all the groups were to some extent engaged in the acquisition of multiple skills. No-one was obliged to take part.
Nogle ældre kontorister nægtede at være med, men langt størstedelen udvidede deres an svareområder.
Some older clerks refused, but the vast majority extended the range of their responsibilities.
Man har dog ikke erhvervet hele færdighedeomfanget. En typiek kontoriet i dag kan klare hele den indledende og herefter følgende dokumentation på eet foreikringsområde - bil- eller brandforsikringer. ringer.
The full range of skills has not been acquired.
Efter møderne, der overværedes af mellemste ledere og de tilsynsførende, har flere enheder parallelt med denne erhvervelse af flerfærdigheder allerede som nævnt foroven fra slutningen af 1977 været engageret i forskning vedr, en ny medbestemmende form for arbejdsorganisa tion.
In parallel with this acquisition of multiple skills, several units, as has already been mentioned above, were involved from the end of 1977, following the meetings attended by middle managers and supervisors, in research into a new participatory form of work organization.
Fremskridt i denne henseende afhænger af forhandlinger i selve enheden mellem regionslederen, de tilsynsførende og kontoristerne.
Progress depended on negotiation within the unit between the regional head, the supervisors and the clerks.
Fak tisk har kun tre enheder hidtil etableret en form for organisation, der er baseret på semiautonome grupper. Af disse blev den første
In fact,only three units have as yet set up a form of organization based on semiautonomous groups.
"eksperimentelle" enhed og en yderligere enhed nogle få måneder senere kontrolleret af konsulenten.
Of these, the initial "experimental" unit and, a few months later, a second unit were monitored by the consultant.
Uddannelsen i autonomi, planlægningen af nye former for organisa tion og introduktionen heraf over en periode af seks måneder varierede fra den ene gruppe til den anden, alt efter personlige egenskaber og kompromiserne mellem parternes forskellige interesser.
The training for autonomy, the planning of a new form of organization and its introduction over a period of some six months varied from one group to another according to personalities and the compromises
- åbning for diskussioner og skabelse af en ny atmosfære af tillid, tolerance og hold-ånd;
79 between the various interests of the parties.
- diskussioner vedr. arbejdet, enhedens drift og rollen, holdets forskel lige medlemmer skal spille;
The general approach was as follows:
- nyt fysisk arrangement og personificering af arbejdsstillingerne, inkorporation af regionallederens og de tilsynførendes positioner; - gensidig teknisk uddannelse blandt holdets medlemmer, enten planlagt eller arrangeret, nårsomhelst der er et behov herfor, inklusive uddan nelse af de tilsynsførende gennem kontoristerne; denne uddannelse fandt sted i arbejdstiden uden tab af produktivitet og i nogle enheder varede uddannelsen regelmæssigt een time om dagen; - forhandling og gradvis justering af en ny ansvarsfordeling.
- opening up discussions and creation of a new climate of confidence, tolerance and team spirit; discussions on work, operation of the unit and the role of the various members of the team; - physical rearrangement and personalization of work positions, incorporating the offices of the regional manager and supervisors; mutual technical training among the members of the team, either planned or organized whenever the need arose, including training of the supervisors by the clerks; this training took place during working hours without loss of productivity and in some units it regularly took up one hour a day; - negotiation and gradual adjustment of a new distribution of responsibilities.
Konsulenternes indgreb var udelukkende begrænset til enhederne, der bad om dennes assistance, mellemste ledelsesgruppe og de tilsynførendes gruppe.
The consultants' interventions were limited exclusively to the units which asked for his assistance, the middle management group and the supervisory group.
Konsulenten spillede en meget vigtig rolle med at gøre den fase nemmere, under hvilken diskueeionerne åbnede og under hvilken arbejdet blev reorganieeret.
The consultant played a very important role in facilitating the phase during which discussions were opened up and that during which the work was reorganized.
Den oprindelige hierarkieke etruktur var i allerhøjeete grad blevet meget autoritær.
The initial hierarchical structure had indeed been very authoritarian.
Åbningen af diskussionerne bragte alle de gamle klagepunkter for dagen og skabte meget akute psykologiske spændinger.
The opening discussions brought out all the old grievances and created very acute psychological tensions.
Med mellemste ledere og tilsynsførende stærkt afsløret mi stede de deres autoritære holdning og kapitulerede over for kontorpersonalet.
The middle managers and supervisors, in considerable disarray, lost their authoritarian attitude and capitulated in the face of the clerical staff.
Konsulentens mægling bidrog meget til etableringen af en ny balance. lance.
The consultant's mediation did much to help establish a new balance.
De tre enheder, der nu er delt i semiautonome arbejdsgrupper, sid der i det store hele inde med lignende egenskaber:
The three units now formed into semiautonomous work groups display broadly similar characteristics:
- Flerfærdigheder
- Multiple skills The clerks are generally able to handle the full range of production and administration tasks for a given type of insurance - motor or fire.
Kontoristerne er sædvanligvis i stand til at klare alle produktions- og
Jobs are no longer allocated to an individual, but handled by whoever is available.
78 administrâtionsopgaver for en given forsikringstype - biler eller brand.
80 had done before, is now done by the first person to arrive in the morning, whether clerk, supervisor or manager.
Jobbene uddeles ikke længere af de tilsynsførende.
Jobs are no longer distributed by the supervisors.
Kontoristerne går hen og henter dem på "selvbetjeningsbasis" alt efter arbejdet, de foretrækker, og arbejdsbyrden.
The clerks go to collect them on a "self-service" basis eccording to their preference and the work load.
Telefonsamtaler og modtagelsen af agenter, der også var de tilsynsførendes virkefelt, overtages af den ene eller anden, der står til rådighed,
Telephone calls and reception of agents, another preserve of the supervisors previously, are handled by whoever is available.