natgillin/translations-raw huggingface dataset:
UDDANNELSE Det er ikke muligt blot at sige til medarbejdere, at de skal »være forbrugerorienterede«; de må lære, hvorledes de skal udføre arbejdet på en måde, som er anderledes end den, der tidligere er blevet brugt.
Such front line staff must feel they can, and actually be able to communicate with senior management at the centre. The deputy director of housing in decentralised Walsall goes further in insisting that management (the "back line") see itself as working for the front line, rather than the other way round.
At yde en forbrugerorienteret service kræver nye faglige færdigheder på alle niveauer, og det er ikke blot et spørgsmål om at gøre
The front line job, in touch with the consumer, is the important one and management should be there to support the front line.
*((fl™ forbrugere, selv om det naturligvis er vigtigt.
The social worker, the housing officer, and the nurse may be seen as powerful by the consumer, but such staff members often do not see themselves that way.
Medarbejdere på alle niveauer må erhverve nye færdigheder og viden for at kunne betjene forbrugeren bedre.
They may feel they are — and they may in reality be —insignificant and powerless cogs in the system with no real power to influence decisionmaking.
For eksempel har det personale, der har kontakt med publikum, tilstrækkeligt kendskab til alle myndighedens politiske foranstaltninger til at kunne hjælpe forbrugeren?
In the previous section we dealt with two-way communication whereby frontline and management staff are encouraged to exchange information.
Har medarbejderne de nødvendige »menneskeorienterede færdigheder«, så de kan lytte, hjælpe og afdramatisere konflikter? Ved de, hvordan man skriver et kort brev på et enkelt sprog? Chefer har også brug for alle disse ressourcer og flere til: hvordan man udfører eller bestiller en markedsundersøgelse; hvorledes man leder en decentraliseret virksomhed; hvordan man opretter en klageprocedure.
In this section we turn to a more radical version, and some may say a logical extension of, bottom-up communication, which is to delegate real power and responsibility to service providers in closest touch with consumers.
er nogen uddannelse i betydningen af at udvikle de menneskelig ressourcer og servicens kreativitet.
Those at the interface who provide the service must have more power and responsibility delegated to them.
Den finder hovedsagelig sted for at give regler og metoder videre til personalet, for at sikre personalets kontinuitet, tradition og ombyttelighed« (5).
Decentralisation of the physical structures is of little use, according to this view, if those at the centre retain all control, and staff must still "answer to" the centre.
Det er efteruddannelse for at bevare systemet for evig, ikke efteruddannelse for at udvikle personalets færdigheder.
Service delivery systems must be decentralised and management tiers flattened so that staff have more control over, and are accountable for, the quality of service to the consumer.
Efteruddannelse betragtes ikke blot som en nødvendighed for den service, men som en mulighed for de offentlige embedsmænd, der »på bunden« (147) godt ved, at de har et dårligt image blandt offentligheden og at faguddannelse er nødvendig for at forbedre deres offentlige omdømme.
This stifled bottom-up information flows, and was responsible for failures of Quality Circles in the French public sector. The initiative emerged as superficial, not dealing with the underlying problems of administrative organisation; ie the Quality Circles took no account of "The Pyramid".
Siden pakken blev produceret i 1980, har to tredjedele af Danmarks 275 kommuner anvendt den.
This theme has been taken up and developed by Van Otter in the public sector in Sweden.
Feedback fra Den kommunale Højskole i Danmark tyder på, at den har været en stor succes.
keep control only by monitoring results, not by specifying the tasks to be done.
BELØNNINGER Et antal organisationer i den offentlige sektor eksperimenterer med belønningsordninger for at forstærke den forbrugerorienterede service.
And all this should take place in a "flatter" structure (i.e. fewer management tiers). In this way, the front line workers become participants in management.
Den naturlige modstand mod forandringer er stor, og myndigheder i Holland, Storbritannien og andetsteds forsøger at indføre belønninger for at overvinde denne modstand.
Employee responsibility is thus seen as an essential part of the strategy to improve consumer effectiveness and revitalise the public sector.
De bonusordninger, der afprøves, er ofte yderst beskedne, d.v.s. små bonusbeløb eller præmier for at komme med en god forbrugeridé eller -metode; men i nogle tilfælde er bonusbeløbene store og somme tider forhandles der om en generel lønstigning for at fremme forbrugerorienteret service.
Experiments that have put such ideas into practice are being tried in a number of locations, and two are presented in the Appendix.
Hvad der er værre, som en nylig OECD publikation (114) pegede på, er at eksisterende præstationsrelaterede bonusordninger faktisk kan modarbejde en god forbrugerservice.
In Canada, for example, contracts are now being, signed between the Treasury and Department of Employment managers, that increase the managers' accountability for the delivery of services.
I én offentlig myndighed mislykkedes et forsøg på at øge lydhørheden over for forbrugeren gennem uddannelse og ved at opmuntre personalet til at bruge tid på at lytte til forbrugeren, fordi denne politik stred mod en præstationsrelateret bonusordning baseret på den mængde personer, som medarbejderen behandlede i dagens løb.
The contract specifies a series of performance results which managers must attain, but in return managers are given greater control over budgets, staff, physical planning, etc. "to give senior departmental Managers the increased authority and flexibility they need ... to manage effectively" (45).
Det er således nødvendigt for en organisation at sikre, at hele dens medarbejderpolitik er forenelig med forbrugerorienteret service.
In the Netherlands some local authority department managers, for example in social services, are also signing contracts that trade autonomy for results.
FORFREMMELSE Der er en anden, mere fundamental uoverensstemmelse med personalepolitik: de
It is obvious that the concept of accountability necessarily involves evaluation of some sort.
medarbejdere, som har direkte kontakt med forbrugeren, befinder sig ofte på organisationens laveste niveau, og hvis de er gode til jobbet, bliver de forfremmede og er ikke i kontakt med forbrugeren mere.
There is a growing view that an element of competition may have to be introduced into the public sector in order to encourage providers to think more about satisfying their consumers.
En række myndigheder forsøger at komme dette problem til livs I Storbritannien, i Walsall Housing Department (boligafdeling), er blevet oprettet en ny karrierestruktur for medarbejdere i decentraliserede lokale afdelinger.
Consumerism in the public sector is a relatively new development, but the idea of competition is newer yet. Increasing reference is being made to it in the literature on social services, health etc.
Denne struktur gør det muligt for dem at stige i de administrative grader, samtidig med at de forbliver i direkte kontakt med forbrugeren.
(35,91,137,67,27,136,78) but there are as yet few instances in Europe where the ideas are actually being put into practice.
I Tyskland er der i politiet i Hamburg blevet oprettet en ny stilling som en speciel gadebetjent: d.v.s. at de betjente, som er gode til at etablere et godt forhold til offentligheden, nu kan blive forfremmet til politiassistent og stadig kan patruljere til fods på gaden.
In the US and Canada, voucher systems have been used for such services as day care and transport for the elderly for some time now, permitting consumers greater choice of service. For example, if vouchers are given to parents of mentally handicapped children, they can choose whatever service or combination of services that is available.
Disse højerestående og erfarne politibetjente får lov til at benytte deres tid på gaden, for en stor del efter deres eget skøn, og politichefen i Hamburg har oplyst, at ordningen har ført til en »meget positiv reaktion fra det brede publikums side« (95).
And instead of having an authority decide that the parent will get an inflexible, say, weekly, day off from caring for the child, the parent can trade in the vouchers for varying services or periods, e.g. an evening off, or save up for a two week holiday.
Personalet, som har kontakt med forbrugere, kan have en bedre forståelse af borgernes behov og holdninger end ledere på mellemplan og overordnede har.
Up until recently such notions as the use of vouchers had "...for some reason become a right wing cause in Britain...a pity, since vouchers ... provide consumers
at det er nødvendigt at lytte til deres frontmedarbejdere gennem en informationsstrøm nedefra og opefter.
But public thinking in such matters is changing in the UK, and in Sweden it has always been made clear that competition could and should be introduced within a public welfare model: providers should have to compete for clients in order to sustain budget and staffing, but standards would have to be introduced and monitored by government to preserve quality and equity.
Efter mange år, hvor den offentlige sektor har været »opbygget og organiseret på grundlag af et mistillidsprincip« i frontlinien (2), er det nødvendigt, at underordnede medarbejdere uddannes, får mulighed og opmuntring til at udtrykke deres synspunkter.
In the US, the UK and elsewhere, housing is moving away from the single, monolithic public housing department, toward much more pluralistic forms of provision.
Som en taler på en konference om forbrugerisme i den offentlige sektor i London udtrykte det: »Manglende evne til at lytte, passer ofte sammen med manglende evne til at tale« (6).
At a seminar in London in 1989, "Managing the Public Services", Robin Hambleton of the School for Advanced Urban Studies, in Bristol, described alternative arrangements for housing, including housing associations, tenant management groups, tenant corporations, "and other forms we haven't even invented yet" (76).
Det er det væsentlige begreb bag en række initiativer, bl.a. kvalitetscirkler, servicedage, kundeplejegrupper m.v., som nu finder sted i den offentlige sektor i Europa.
As the Controller of the Audit Commission put it, "Competition in the public sector is one of those things that works in practice but not in theory" (36).
Der er også åben »brainstorming« for at forbedre servicen, og til sidst lægges det en trindelt handlingsplan. Det er i disse sammenhænge, at
Innovations are being tried to enable consumers to participate directly in public sector decision-making, viewed by many as the "highest" form of consumerism
Sådanne frontmedarbejdere må føle, at de kan og reelt er i stand til at kommunikere med den overordnede ledelse på centret.
Of course, consumer representative groups have participated in decisionmaking in the public services for many years in the UK, France, Belgium, and elsewhere, eg CHC'S, Comités d'Usagers.
Vicedirektøren af boligafdelingen i den decentraliserede Walsall myndighed går videre og insisterer, at ledelsen (»baglinien«) bør opfatte sig selv som at arbejde for frontlinien frem for omvendt. Frontliniejobbet, som har kontakt med forbrugeren, er det vigtige, og ledelsen bør være der for at støtte frontlinien.
But these bodies are widely criticised in the literature (eg 84,31,94,128,137,33,46) for lacking power and independence, for being "tacked on" to systems but not integrated for being given neither teeth nor resources, and for generating no great public interest.
Ansvarlighed og selvstyre
The latter problem may be a function of all the others.
De kan føle, at de er — og kan i virkeligheden være — ubetydelige og magtesløse hjul i et stort maskineri uden nogen reel magt til at øve indflydelse på beslutninger.
Public sector administrators have seen little need to work with such groups, which only serves to further weaken them.
ser vi på en mere radikal version, og nogen kunne sige en logisk udvidelse af kommunikation nedefra og opefter, hvilket vil sige, at delegere reel magt og ansvar til de serviceleverandører, som har nærmest kontakt med forbrugere.
In similar vein, authorities in most EC countries have had long-standing requirements for public consultation, particularly on planning matters, but such meetings "tend to be ritual occasions... frustrating for both sides..."(31); "a procedural hoop which needs to be jumped through and then forgotten" (101).
De personer ved grænsefladen, som leverer ydelsen, må have mere magt og ansvar delegeret til dem.
No wonder the public are apathetic about attending.
Decentralisering af de fysiske strukturer nytter ikke meget i overensstemmelse med dette synspunkt, hvis personerne i midten bibeholder al kontrol, og personalet stadig skal »lystre« midten.
Difficulties in getting consumers to participate in the past have led to criticisms being levelled at consumers themselves, as if there were some thing wrong with them.
En undersøgelse af den offentlige sektor i Frankrig konkluderede, at manglen på ansvarlighed i sig selv gjorde strømmen af informationer nedefra og opefter umulig (84).
Many of the changes now being advocated, and tried, reinforce consumer participation by endowing it with real power.
I et eksperiment med kvalitetscirkler var medarbejdere totalt beskæftigede med at tilfredsstille deres overordnede og at følge deres ledelse. Dette kvalte informationsstrømmene nedefra og opefter og var grunden til, at kvalitetscirkler mislykkedes i den franske offentlige sektor.
Consumers in the public sector are beginning to be given fiscal and legal muscle in order to redress the inherent imbalance of power between consumers and providers.
Management-konsulenten Charles Handy har skrevet: »Man kan ikke drive (effektive) organisationer ved at
Before we go on to look at some of these experiments, we would like to try to answer an objection frequently raised to the idea of consumer participation in public sector decision making: that it is unnecessary, because the democratic electoral system already gives consumers power.
Dette tema er blevet taget op og udviklet af Van Otter i den offentlige sektor i Sverige.
Firstly, casting a vote once every four or five or more years provides only a very blunt instrument for indicating consumer preference.
Det er ikke op til ledelsen at fastlægge regler, men snarere at give en vision eller virksomhedskultur samt at delegere ansvar og at føre kontrol ved kun at overvåge resultater, ikke ved at angive, hvilke opgaver der skal udføres.
Secondly, if the system of elective democracy were sensitive enough to reflect consumer influence on public services, there would not exist the kinds of chronic problems already described.
Og dette bør finde sted i en »fladere« struktur (d.v.s. færre ledelseslag).
Thirdly, there is plenty of precedent for extra-electoral participation in public decisionmaking to represent particular interests, viz., trade unions.
På denne måde deltager frontmedarbejdere i ledelsen.
And as to that last point, it has been claimed that trade unions represent consumer needs; we do not believe that this is the case.
Medarbejderens ansvar anses således for at være en væsentlig del af strategien til at forbedre forbrugereffektiviteten og bringe nyt liv i den offentlige sektor.
Worker and consumer views often diverge, as has been mentioned already and will be discussed further in section IV.
Eksperimenter, som har ført sådanne ideer ud i livet, foretages på et antal steder, og to af disse er vist i tillægget.
A very ambitious experiment is taking place now in London.
Men større ansvarlighed og selvstyre foreslås ikke kun for frontmedarbejderne.
Islington, an inner city district of London, decentralised its services into 24 neighbourhood offices beginning in 1982.
Det anses også for at være vigtigt at fremme større ansvarlighed og selvstyre blandt afdelingsledere.
Attached to each office is a Neighbourhood Forum, representing residents of the area, which has constitutionally defined powers to determine how services are provided and how money is spent in that area.
I Canada bliver der nu for eksempel underskrevet kontrakter mellem finansministeriet og arbejdsministeriets ledere.
As a Council report put it, "The public will be therefore involved in running services in a way normally denied to them" (86).
Disse kontrakter øger ledernes ansvarlighed for serviceleverancen.
It is up to each Forum to decide how its membership should be made up - elections, nominations, or both.
Det er klart, at begrebet ansvarlighed nødvendigvis indebærer evaluering af en eller anden art. Uden evaluering kan der ikke være noget kendskab til de resultater, som serviceleverandører — i frontlinien eller ledere — kan holdes ansvarlige for.
Although not so comprehensive in scope, a number of other authorities in the UK are also attempting to give real power to consumers through giving them spending power, e.g. Middlesborough, which has set up community councils, each with a small budget to use as it wants.
Begrebet ansvarlighed indebærer en beslutning om at vise, hvad der er eller ikke er blevet opnået.
Ceding spending power to consumer representatives is a significant innovation.
Læseren henvises igen til afsnittet om opstilling af standarder, hvor målinger af forbrugerorienterede præstationer drøftes.
But other ways of integrating consumer groups in the decision making process in the public sector are also being tried.
»Ingen leverandør ... bør regne med en modtager af sin indsats« (148)
One such is the establishment of consultative groups that bring together providers and consumers in one council.
Det er i stigende grad en opfattelse, at det kan være nødvendigt at indføre et konkurrenceelement i den offentlige sektor for at opmuntre leverandører til at tænke mere på at tilfredstille deres forbrugere.
As Richardson put it, "when consumers and decision-makers confront each other directly, they have the greatest opportunity to engage in bargaining - to persuade, cajole and win concessions - to gain, in short, some ground.
Det er betydningsfuldt, at ovenstående citat stammer fra Sverige, som længe har været etableret som det klassiske velfærdssamfund, men hvor en række kommentatorer nu forlanger sådanne kommercielle begrebet som f.eks. konkurrence, valg, værdibilletter (vouchers).
In the absence of such contact, they can try to do so, but their very isolation limits their ability to do so effectively" (127).
Forbrugerisme i den offentlige sektor er en forholdsvis ny udvikling, men ideen om konkurrence er endnu nyere. Der henvises i stigende grad til den i litteraturen om social- og sundhedsforvaltning m.v.
A successful example was the consultative body that brought together social security claimants and government welfare officials from the (then) Department of Health and Social Security in Wrexham, in Wales (see Appendix).
(35, 91, 137, 67, 27, 136, 78), men der er indtil nu kun få steder i Europa, hvor ideerne faktisk er blevet ført ud i livet.
In Sweden, a procedure known as "conditional delegation" has been introduced by law, in order to increase the influence of consumers in local government decisionmaking.
I USA og Canada har værdibilletsystemer nu været i brug i nogen tid for sådanne ydelser som dagpleje og transport for de ældre, hvilket har givet forbrugere
More authority has been delegated to front line staff, but the right to make a decision concerning certain services is delegated to employees conditionally upon their consulting with the consumers affected, before making the decision. The
større valg af service. Hvis værdibilletter for eksempel gives til forældre af børn med psykiske handicap, kan de vælge, hvilken service eller kombination af ydelser der er til rådighed.
The relevant law was passed in 1988, and it was a recognition that consultation procedures in the past were weak, and that there needed to be clearer, more genuine consumer influence.
Og i stedet for at en myndighed beslutter, at forældrene får en ikke-fleksibel, for eksempel ugentlig fridag, hvor de ikke behøver at passe barnet, kan forældrene bytte værdibilletter til andre ydelser eller tidsperioder, f.eks. en friaften eller de kan spare op til en to ugers ferie.
Another new way of promoting consumer participation in decisionmaking has been the practice of drawing up a contract of services agreed between providers -usually social workers - and consumers which, while not legally binding, is held by some (138) to redress the imbalance of power between the two.
Det giver forbrugere lidt mere kontrol med deres ydelser.
They also define obligations for consumers.
Men offentlig mening om sådanne spørgsmål er ved at ændre sig i Storbritannien, og i Sverige er det altid blevet gjort klart, at konkurrence kunne og burde indføres i en offentlig velfærdsmodel: serviceleverandører burde konkurrere om klienter for at beholde budget og personale, men det ville være nødvendigt for regeringen at indføre standarder og kontrollere disse for at opretholde kvalitet og retfærdighed.
Even the most profoundly handicapped people can participate; the advocacy system is being used successfully to help all sorts of disadvantaged consumers, not only the disabled.
I USA, Storbritannien og andetsteds bevæger boligspørgsmål sig væk fra den enkelte monolitiske offentlige boligafdeling, i retning af meget mere pluralistiske former for serviceleverance. På et seminar i London i 1989: »Managing the Public Services« (Forvaltning af de offentlige ydelser), beskrev Robin Hambleton fra School of Advanced Urban Studies i Bristol alternative boligordninger, bl.a. boligforeninger, lejerstyringsgrupper, andelsboligforeninger »og andre former, som vi endnu ikke har opfundet« (76).
Advocates are people who are hired, or who volunteer, to work within the system, be it hospital, social security, or whatever, to help and support individuals in their negotiations with the authority.
Ny lovgivning i Storbritannien har gjort det muligt for lejere af kommunale boliger at vælge, hvem de ønsker
A recent study (156) was able to document improvements in health indices and reductions in complaints as a result of the advocacy project.
Men det er nøjagtigt, hvad nogle nu foreslår.
It is an interesting sidelight to note that in one -public sector - hospital scheme in the UK, people hired by the local consumer health council to mediate for non-English speaking patients were actively rejected by staff.
Som chefen for revisionsafdelingen udtrykker det: »Konkurrence i den offentlige sektor er en af de ting, som virker i praksis, men ikke i teorien« (36).
"There were times when staff seemed to prefer to use the cleaner to interpret rather than call one of the (project) workers" (24).
Forbrugermedindflydelse og -repræsentation
Advocates work in an essentially one-to-one relationship with each individual consumer to represent and promote their interests as individuals as best they can.
Innovationer er blevet forsøgt for at gøre det muligt for forbrugere at få direkte medindflydelse på beslutninger i den offentlige sektor, hvilket mange anser for at være den »højeste« form for forbrugerisme (75).
But in a much more corporate approach, Camberwell Heath Authority was the first in the UK to employ a consumer representative to sit on the authority's management board.
Faktisk ville nogle affærdige alle de tidligere 13 kategorier af innovation i dette dokument som ren »ledelsesteori« og mene, at kun fuld demokratisk medindflydelse på
A new position, Head of Consumer Services, was created in 1986, and the job description called for the post holder to represent the consumer in all corporate decision-making, contribute to the corporate planning process, develop standards implement a Quality Assurance programme and formulate a complaints procedure.