natgillin/translations-raw huggingface dataset:
Opgaven med styring af selve byggeprocessen blev dog overdraget til et eksternt konsulentfirma.
In addition, a couple of meetings were organised for all employees at the
Selve anlægs- og byggearbejdet blev udliciteret til en række entreprenørfirmaer, der udførte arbejdet ef ter nøje specifikationer.
These meetings took place in 1979 before collective bargaining started. The
Leverandører. Anlæg og maskiner blev bestilt hos mange for skellige leverandører efter detaljerede specifikationer og vurdering af tilbud.
Copenhagen representatives advocated scepticism towards cooperation with management and the maintainance of wage demands and manning level require ments.
På baggrund heraf foregik en del detailprojektering hos leverandørerne, i nogle tilfælde i tæt samarbejde med de tekniske projektgrupper.
They also thought that the new motivating forms of work organisation to be introduced at the Fredericia Brewery would run contrary to the workers' interests in the long term.
De løsninger, som leverandørerne kunne tilbyde var begrænset til det tekniske udviklingsniveau, der eksisterede på tilbudstidspunktet, idet der ikke var mulighed for at foretage egentlig produktudvikling i detailprojekteringsfasen.
In addition, the "Fredericia Committee" was established in 1977 on the initiative of the Copenhagen workers.
FB's bestyrelse blev etableret i 1977 i overensstemmelse med, at FB blev et selvstændigt aktieselskab.
As mentioned above, the Fredericia Committee, on which the Copenhagen brew ery workers were heavily represented, was set up to follow the development of the Fredericia Brewery and, in particular, to make sure that wages and manning levels were not lower than in the Copenhagen breweries.
Bestyrelsens formand blev DfB's tekniske direktør.
Furthermore, the Com mittee was to evaluate the consequences of the new technology and the new forms of work organisation.
Bestyrelsen bestod i øvrigt af medlemmer af koncernledelsen, en repræsentant for det lokale erhvervsliv og en specialist i arbejdsmiljø fra en højere læreanstalt.
One of the Committee's first tasks was to obtain information on the construc tion plans, notably by liaising with the technical project group and, later, through visits to the building site and talking with the management of the new brewery.
I efteråret 1980 blev desuden to repræsentanter for FB's medarbejdere valgt ind i bestyrelsen.
The Committee "stated unequivocally that the Fredericia Brewery had to comply with the usual rules governing cooperative structures and shop stewards in this sector (the brewery workers)".
FB-bestyrelsens rolle var i forhold til FB vanskelig at skelne fra koncernledelsens rolle, fordi koncernledelsen var så kraftigt repræsenteret i bestyrelsen og her repræsenterede koncernens interesser.
This statement, which was quoted in the brewery workers' periodical, must be seen in the light of the management's intentions reported in the press to experiment with "untraditio- nal forms of cooperation".
FB's direktion bestod i opbygnings- og indkøringsperioden af direktøren, der tidligere var driftsinspektør på DfB og administrationschefen, der blev tilknyttet udefra. Begge havde
At the end of 1978 the Committee contacted the first brewery workers at the new brewery and established close cooperation with the shop stewards, who were assisted and advised by the more experienced unionists on the Fredericia Committee.
28 været involveret i planlægningsarbejdet, bl.a. som medlemmer af medarbejderforholdsgruppen i 1976 og blev officielt udpeget til deres nye job i foråret 1977.
The Fredericia Committee contacted a group of teachers and students at a nearby university (Roskilde University Center) with whom the brewery workers had cooperated previously in evaluating the consequences of new technology and new forms of work organisation with autonomous groups etc.
(Senere blev den nye maskinchef og den nye produktionschef medlemmer af topledelsen) .
The cooperation with the university group confirmed the committee's scep ticism towards the new technology and the new forms of work organisation.
Det blev denne direktions opgave at opbygge arbejdsorganisation på det nye bryggeri efter de intentioner og ideer, der var udviklet ved planlægningen af bryggeriet.
However, the most important aspect of the Fredericia Committee's work con cerned the manning levels in the new brewery.
Denne opgave vedrørte specielt den sociale side af organisationen, men var naturligvis begrænset af kravene fra det tekniske system og de fysiske rammer, der var etableret.
The Committee put forward a proposal regarding the size of the work force based on the ratio between the number of brewery workers and the number of bottles of beer produced, equi valent to the ratio pertaining in the Copenhagen breweries.
I opgaven indgik re kruttering, introduktion og oplæring af de nye medarbejdere, etablering af ledelses- og organisationsstruktur, organisering af arbejdet, etablering af samarbejdsorganisationen og udarbejdelse af personalepolitik samt generelt at opbygge rammerne for den sociale og organisatoriske udviklingsproces - med hensyn til dannelsen af normer, roller og politikker.
This proposal differed so widely from the manning plans drawn up by the Fredericia manage ment that a deep split occurred between the DfB group management and the brewery workers' representatives.
Gruppens muligheder for en målrettet og konstruktiv indsats var dog meget begrænset af, at de blev inddraget relativt sent i planlægnings- og udviklingsprocessen og af, at der ikke fra planlæggernes eller topledelsens side var gjort noget for at
Fredericia; a large proportion of local opinion at Fredericia was disappointed that the new brewery did not create as many jobs as expected; other trade union organisations with members at the Fredericia Brewery; people who advo cated, or, who were against, the use of new forms of technology etc.
(Omtales nærmere under Fredericia-udvalget).
X^ The phases n g g ph as t t an n e e e e de si g c once p pr og ra mm in ph as
Desuden skulle man vurdere konsekvenserne af den nye teknologi og de nye arbejdsorganisationsformer på bryggeriet.
The parties involv-X > . ed ^\ φ
Andre parter.
board and management
MEDARBEJDER­FORHOLD SGRUPPE o
X middle management ς_
FB BESTYRELSE
Page 64
BRYGGERIMEDARBEJDER­FORB.­KBH BRYGARB.
Thus, one feature of the plans was to avoid deliberately the expression "autonomous groups".
FREDERICIA UDVALG PRESSE & ANDRE EKSTERNE PARTER (χ) (χ) (χ) (χ
Following the setting-up of the project team at the beginning of 1976, the technical project group and the industrial relations committee elaborated on the concepts relating to the production units.
FIGUR 2: De forskellige parters involvering i de enkelte faser. X = Primær og direkte involvering (X) = Sekundær eller indirekte involverina.
These issues were, however, dealt with by the industrial relations committee.
PARTERNES ROLLE VED UDVALGTE ARBEJDSORGANISATORISKE FORHOLD: SELVSTYRENDE PRODUKTIONSENHEDER, SAMARBEJDSFORHOLD, BEMANDING
However, this did not result in any attempt to re-evaluate or modify the preconditions laid down in the plans.
Med henblik på at belyse parternes rolle, beskrives i det følgende udviklingen indenfor tre aspekter ved arbejdsorganisationen.
Although the building committee, on which the technical project group and the industrial relations committee were represented, was a channel of communication between the two groups, the latter did in fact work independently.
Det drejer sig om de selvstyrende produktionsenhe der, samarbejdsforholdene mellem ledelse og ansatte, og be mandingen på bryggeriet.
The two groups only exerted influence on each other to a very limited extent, and there was no joint planning and development of concepts.
Disse tre forhold er valgt, fordi de har haft en central betydning for udviklingen af arbejdsforholdene generelt på bryggeriet.
Very little mention was made of the intentions in the field of work organisation in the otherwise very comprehensive and detail ed programme.
Allerede i ide- og initiativfasen blev tankerne om de små, delvis selvstyrende produktionsenheder udformet.
August 1976. This was only an overall outline and there were only a few guide lines as to how an autonomous structure was to be set up.
Ideerne kom primært fra DfB's tekniske direktør, som bl.a. var inspireret af lederen af den svenske Volvo-koncern, P.G. Gyllenhammar og de eksperimenter, man havde foretaget på de svenske virksomheder.
This was part of the philosophy not to establish too rigid a framework from the outset.
Opdelingen i de små produktionsenheder var motiveret udfra såvel produktions- som trivselsmæssige hensyn og skulle være karakteriseret ved følgende forhold:
Instead, the work organisation should develop gradually, with the help of the new em ployees.
- enhederne skulle være små og menneskeligt overskuelige med 20 eller færre medarbejdere i hver gruppe. Et skiftehold ved en tappekolonne ville udgøre en typisk produktionsgruppe.
The project planning phase and the building work were implemented in compliance with the overall principles regarding the location of workshops and accommoda tion areas immediately adjacent to the individual production units.
- enhedernes selvstændige produktionsresultat skulle kunne måles og derved give mulighed for feedback til gruppen og mulighed for etablering af gruppeløn eller gruppebonusordninger .
The two managers who were responsible in the first instance for impLementing the work organisation objectives had both been members of the industrial rela tions committee.
- den enkelte produktionsgruppe skulle omfatte såvel driftspersonale (bryggeriarbejdere) som vedligeholdelsespersonale (håndværkere) med en opblødning af grænserne mellem fag grupperne og mellem de enkelte funktioner i gruppen.
He did not wish to adopt specific solutions and his overalL view was that the brewery should experiment with untraditional forms of organisation involving a high degree of democracy and with participation by everybody in the organisation.
- der skulle være en vis grad af selvstyre inden for gruppen, fx med hensyn til den interne arbejdsfordeling.
As the concepts had, however, only been firmed-up to a very Limited degree, and as there were only few guidelines for their implementation, it was difficult to translate them into functional work organisation structures and a certain degree of scepticism emerged as to whether the concepts were reaListic.
Som konse kvens heraf kunne man undvære den egentlige arbejdslederfunktion. Dog forestillede man sig, at der ville være behov for en særlig formands- eller kontaktmandsfunktion, der skulle udpeges i den enkelte gruppe.
This scepticism came from middle management in particular who were particularLy inconvenienced because of the unclarified situation regarding roles and areas of competence.
- den fysiske opbygning af bryggeriet skulle modsvare ideerne om de selvstændige produktionsenheder.
Opinions regarding autonomous structures were also divided among the brew ery workers, although for other reasons.
Således skulle værksteder og reservedelslagre samt "medarbejderhuse" omfattende kantiner og andre faciliteter placeres decentralt i til knytning til de enkelte produktionsafsnit.
While the major part - including the shop stewards representing the brewery workers - were in favour of autonomous structures, there were also many who were sceptical as to whether the autonomous structures could be realised or whether it was in the workers' in terest to participate in their establishment.
Det var således karakteristisk, at udtrykket "selvstyrende grup per" bevidst blev søgt undgået i planerne.
At that stage, no functional autonomous structure had been established in the individual production groups.
- ud fra produktionsmæssige hensyn - være hensigtsmæssigt at etablere produktionen omkring de små produktionsenheder.
At the same time, and in accordance with the plans on autonomous production units, no supervisors had been taken on.
Da projektorganisationen blev oprettet i begyndelsen af 1976, blev ideerne om produktionsenhederne viderebearbejdet i såvel den tekniske projektgruppe som i medarbejderforholdsgruppen.
As a result, not only were there no autonomous structures, there were no supervisors to compensate for their absence.
- den enkelte produktionsgruppe skulle omfatte såvel driftspersonale (bryggeriarbejdere) som vedligeholdelsespersonale (håndværkere) med en opblødning af grænserne mellem fag grupperne og mellem de enkelte funktioner i gruppen.
Before the decision to employ supervisors was taken - and thus in fact to postpone the introduction of autonomous structures indefinitely - objections to the establishment of autonomous groups had, however, been voiced in other quarters.
- der skulle være en vis grad af selvstyre inden for gruppen, fx med hensyn til den interne arbejdsfordeling.
As far as the brewery workers were concerned, the highest degree of autonomy was achieved in the brewing house and in the store rooms.
Som konse kvens heraf kunne man undvære den egentlige arbejdslederfunktion. Dog forestillede man sig, at der ville være behov for en særlig formands- eller kontaktmandsfunktion, der skulle udpeges i den enkelte gruppe.
38 breaks independently. The work in the store rooms did not require special qualifications.
- den fysiske opbygning af bryggeriet skulle modsvare ideerne om de selvstændige produktionsenheder.
From the outset, the laboratory assistants had organised a rotation system between all the functions and in which they all participated.
Således skulle værksteder og reservedelslagre samt "medarbejderhuse" omfattende kantiner og andre faciliteter placeres decentralt i til knytning til de enkelte produktionsafsnit.
Apart from that, the laboratory assistants felt that the possibilities of achieving autonomy were rather limited by the relatively monotonous tasks they carried out as process-testing assistants.
Skønt ideerne omkring de små produktionsenheder indeholdt et væsentligt element af selvstyre svarende til de norske samarbejdsforsøg i begyndelsen af halvfjerserne, var selve selv styreaspektet ikke særligt fremhævet i planerne, bl.a. på grund af skepsis heroverfor i DfB's øvrige direktion. Men ville tilsyneladende også holde sig på en vis afstand af be stemte "retninger" som fx den norske sociotekniske skole.
The electricians in particular established a high degree of autonomy. They had won this autonomy largely through their own efforts, partly at the expense of smooth cooperation with the technical staff who found that the electricians were also too independent in areas where, in the opinion of the technical staff they did not have the necessary competence.
Det var således karakteristisk. at udtrykket "selvstyrende grup per" bevidst blev søgt undgået i planerne.
39 degrees of autonomy depended on 1) the technology used, 2) the overall organisational and management framework and 3) the force and motivation of the group concerned to achieve autonomy.
Det blev også pointeret i et direktionsreferat, at selv om selvstyret i produktionsenhederne ikke lod sig realisere, ville det alligevel
In the project planning, which was carried out by the technical project group and approved by the building committee, the overall lay-out of buildings and working and accommodation areas emphasized that these should be adapted to the small independent production units.
- ud fra produktionsmæssige hensyn - være hensigtsmæssigt at etablere produktionen omkring de små produktionsenheder.
The group did not, in the end, adopt any concrete solutions as the eventual work organisation structure was to be developed in the runningin phase with participa tion from the new employees.
Da projektorganisationen blev oprettet i begyndelsen af 1976, blev ideerne om produktionsenhederne viderebearbejdet i såvel den tekniske projektgruppe som i medarbejderforholdsgruppen.
The Fredericia Brewery's management team, who were to follow up the work carried out by the industrial relations committee, did not have a clear and unanimously defined strategy on the implementation of the concept of autonomous production units.
Den tekniske projektgruppe koncentrerede indsatsen om den fysiske udformning af bryggeriet i overensstemmelse med de allerede eksisterende principskitser uden at arbejde videre med de arbejdsorganisatoriske problemstillinger.
This, to gether with their own poorly defined role and competence in the orga nisation, and the pressure of production in the runningin period, meant that middle management did not believe in self-management and therefore did not support it.
Her var indsatsen omvendt koncentreret om de socialpsykologiske aspekter ved arbejdsorganisationen og rettede sig primært imod, hvordan organisation og samarbejdsforhold skulle opbygges uafhængig af de fysiske og teknologiske forudsætninger.
The workers were not experienced enough to set up the autonomous struc ture themselves and they did not get enough assistance from the mana gement.
En delvis undtagelse herfra var en indstilling fra en af gruppens medlemmer, der i et arbejdsnotat med udgangspunkt i de norske forsøg med selvstyrende grupper stiller spørgsmålstegn ved "om ikke autonome grupper og lignende organisa tionsformer begrænser sig til visse typer af teknologi", og udtrykte hermed skepsis med hensyn til, hvordan den gængse teknologi i en tappehal lod sig forene med gruppeselvstyre.
As the brewery workers' own union did not back them up they, formally, abandoned their plans.
Dette førte dog ikke til forsøg på at omvurdere eller ændre de teknologiske forudsætninger i planerne.
However, various degrees of autonomy were established on a more informal basis among the individual groups of workers.
Selv om der gennem byggekomiteen, hvor såvel den tekniske projektgruppe som medarbejderforholdsgruppen var repræsenteret, var en kommunikationskanal mellem de to grupper, arbej dede de i realiteten uafhængigt af hinanden.
The national brewery workers' union was only involved in the runningin phase and at that stage they had dissociated themselves from the plans concerning autonomous groups.
Der var kun be grænset påvirkning fra den ene gruppe til den anden, og fælles planlægning og ideudvikling var der ikke tale om.
This view was based on the fact that the brewery workers' union could not accept that one brewery worker was to set another brewery worker to work.
I den udstrækning, der havde været drøftet en fælles optimering af det tekniske og det sociale system, havde dette fundet sted før etableringen af medarbejderforholdsgruppen, der som sådan havde meget lidt indflydelse på den fysisk- tekniske udformning af bryggeriet.
One of the central elements of the original intentions which were already incorporated in the concept and design phase was to pursue policies that promoted good industrial relations and to set up a positive cooperation structure between management and workers at the new brewery.
Dette afspejler sig også i formuleringen af byggeprogrammet, der blev udarbejdet af den tekniske projektgruppe.
This wish should be seen particularly in the light of the fact that it was difficult to establish such a cooperation structure in the Copenhagen breweries.
Her var de arbejdsorganiske intentioner kun meget nødtørftigt behandlet i det ellers meget omfattende og detaljerede program.
The provincial brewery offered the possibilities of making a fresh start with new employees and new and untraditional forms of cooperation.
Det er her kun hovedlinierne, der er skitseret, og der er kun få opera tionelle holdepunkter for, hvordan et selvstyre skal planlæg ges.
The consultant prepared a proposal on the industrial relations structure and associated training in industrial relations.
Dette hang sammen med den filosofi, at man ikke på for hånd skulle lægge for faste rammer, men at arbejdsorganisationen skulle udvikle sig "hen ad vejen" under medvirken af de nye medarbejdere på bryggeriet.
However, the group agreed that these structures - just like the autonomous groups - could be worked out in detail in cooperation with the new employees and that no pre-set model would be adopted. Instead, the system would be open to development along unconventional lines.
Under projekteringen og opbygningen fulgtes de overordnede principper for den fysiske udformning med decentrale værksteder og medarbejderhuse tilknyttet de enkelte produktionsafsnit.
Following newspaper interviews among other things with the newly-appointed head of administration in which untraditional forms of cooperation were discussed, the Fredericia Committee approached the new management team at the beginning of 1978 to obtain information on these ideas.
Herudover var opbygningen af de selvstyrende produktionsenheder overladt til den lokale ledelse og de nye medarbejdere på FB.
At the same time, the Fredericia Committee informed the FB-management that the Committee (and consequently the brewery workers' union) would not accept forms of cooperation which did not comply with the usual rules governing cooperation and worker representation in the brewing sector.
De to topledere, der havde det primære ansvar for implementeringen af intentionerne på det arbejdsorganisatoriske område, havde begge været medlemmer af medarbejderforholdsgruppen.
The Fredericia Committee reiterated these views to the brewery workers who were recruited later and warned them not to accept a system of cooperation which was different from general agreements concluded between the union and the employers.
Det blev specielt administrationschefen, der i starten kom til at tage sig af personaleområdet og dermed opbygningen af arbejds- og samarbejdsorganisationen, mens direktøren over vejende beskæftigede sig med de produktionstekniske forhold.
The first shop stewards at the Fredericia Brewery became members of the Fredericia Committee and were assisted in setting up their system of cooperation and shop steward representation in accordance with the union's rules.
Det blev derfor administrationschefen, der i starten af ind køringsperioden i særlig grad kom til at præge udviklingen på medarbejderområdet.
Among other things, the Fredericia Committee was worried that the management intended to replace some of the elements in the shop stewards' structure of representation and cooperation with a more open arrangement directly linked to the individual.groups of brewery workers.
Det var administrationschefens synspunkt, at man fra starten skulle holde mulighederne åbne og at arbejdsorganisationen skulle udvikle sig hen ad vejen under medvirken af flest mulige medarbejdere.
The new employees were very excited about the spirit of cooperation they experienced in the brewery. Expectations were great and the majority of the workers were in favour of the participative concepts.
Han ønskede ikke at lægge sig fast på be stemte løsninger, og det var hans gennemgående synspunkt, at man skulle forsøge med utraditionelle organisationsformer med høj grad af nærdemokrati og medvirken fra alle i organisatio-
However, they were also ready to listen to their more experienced colleagues from the Fredericia Committee and organised their trade union activities according ly. Nevertheless, they inevitably had the feeling of being in a cleft
Da ideerne imidlertid var meget lidt konkrete og operationelle, kneb det med at omsætte dem til en faktisk fungerende arbejdsorganisation, og der bredte sig en vis skepsis med hensyn til, om ideerne var realistiske.
Among management, it was particularly the head of administration who was committed to setting up the cooperative structures.
Denne skepsis kom specielt fra mellemledergruppen, som i særlig grad følte sig generet af den flydende situation med uafklarede rolle- og kompetenceforhold.
In his opinion, the work should be carried out in untraditional ways and the cooperation structure should be based on preconditions laid down at local level.
Mange af mellemlederne fik bl.a. i kraft heraf et negativt forhold til etableringen af for vidtgående selvstyre på bryggeriet.
Furthermore, this would also be of greater benefit to the workers as the brewery wished to create better conditions than those based on the rights negotiated by the trade unions.