natgillin/translations-raw huggingface dataset:
I Coatbridge er det samlede antal beskæftigede mænd og kvinder næsten det samme, mens antallet af beskæftigede mænd i Tylers Green og Norwood er betydeligt højere, nemlig 77% med kun 23% kvindelige ansatte.
At Coatbridge, the total numbers of men and women employed, are almost equal, whereas at Tylers Green and Norwood the proportion of men employed is significantly higher, at 77%, with only 23% of women staff.
I almindelighed er arbejdstagerne i Tannoy selskabsgruppen relativt unge, specielt i forhold til ansvaret, de sidder inde med.
In general, the employees of the Tannoy Group are relatively young, especially in relation to the amount of responsibility they carry.
Blandt personalet i Tannoy Products Ltd. har 25% det, der svarer til real­eksamen, hvorimod ingen af produktionspersonalet har formelle erhvervsfag­lige kvalifikationer.
Among the staff of Tannoy Products Ltd., 25% have achieved the Ordinary level of the General Certificate of Education, but none of the production staff have formal vQcational qualifications.
Selvom de fleste af arbejdsopgaverne hos Tannoy kræver betydelige færdigheder, havde personalet allerede en uddannelse, da det blev antaget eller det er blevet uddannet i selskabet.
Although most of the jobs at Tannoy require a considerable degree of skill, the staff were already trained when recruited, or have been trained within the company.
Største­delen af det tekniske og ledende personale har dog formelle kvalifikationer, normalt realeksamen, studentereksamen eller en akademisk uddannelse.
However, the majority of technical and managerial staff are formally qualified, usually to Ordinary or Higher National Certificate or Degree standard.
Selvom selskabet er amerikansk-ejet er hele personalet i Tannoy selskabs­gruppen britiske statsborgere bortset fra marketingeksperterne, der er udsendt fra Harman International.
Although the company is American-owned, all the staff of the Tannoy Group are British nationals, apart from the marketing experts seconded from Harman International.
På fabrikken i Coatbridge er personalet næsten udelukkende skotsk og rekrutteret lokalt, og de fleste bor få minutters gang fra fabrikken.
At the Coatbridge factory, the staff are almost entirely Scots recruited locally, and most live within a few minutes walk from the factory.
Mange af disse har haft tidligere beskæfti­gelse på andre lokale elektronikfabrikker, specielt hos Honeywell Ltd., men de blev sagt op, da branchen blev indskænket, I Coatbridge-området hersker der store religiøse skel, men på Tannoy-fabrikken menes der at være ca, samme antal katolikker og protestanter.
Many of them had previously worked at other local electronics factories, particularly at Honeywell Ltd., but had been made redundant when the industry contracted.
Da fabrikken åbnede, ansås lønskalaerne for at ligge på et højere niveau i forhold til lønninger, der betales på lokale fabrikker, og denne posi­tion opretholdes stadig.
In the Coatbridge area, there are deep religious divisions, but within the Tannoy factory, there are estimated to be approximately equal numbers of catholics and protestants.
30 klassificeringsstruktur, og de er følgelig langt mere villige til at være fleksible, end tilfældet er i mere traditionelle situationer.
This, of course, means that staff can move between different jobs in the factory without affecting the salary and grading structure, and they are therefore much more willing to be flexible than in more traditional situations.
Lønskalaer fra 1. april til 31. marts 1979
Salary Scales from April 1, 1978 to March 31, 1979
Som en del af strategien med at beskæftige hele personalet på samme vilkår og betingelser driver Tannoy en sygebetalingsordning, der gælder for alle.
As part of the policy of including all staff on the same terms and conditions of employment, Tannoy operates a sick pay scheme which applies to everyone.
Statistikken over forsømmelser skelner derfor mellem betalt og ubetalt forsømmelse som følger:
The statistics for absenteeism therefore distinguish between paid and unpaid absence, as follows:-
Betalte og ubetalte forsømmelser i procent
Percentages of paid and unpaid absence
I 1977 var gennemtræksprocenten hos Tannoy Products Ltd. ialt 16,6.
During 1977, the rate of turnover at Tannoy Products Ltd. was 16.6% overall.
Hovedår­sagerne til, at folk forlod fabrikken, var personlige, så som graviditet eller bedre beskæftigelser, eftersom forfremmelsesmulighederne i et lille selskab som Tannoy er ret begrænsede.
The main reasons for leaving were personal reasons, such as pregnancy, or for a better job, since the opportunities for promotion within a small company like Tannoy are rather limited.
Et andet interessant træk er det usædvanligt høje antal slægtsforbindelser blandt det hos Tannoy Products Ltd. beskæftigede personale.
A further interesting feature is the unusually high number of family relationships among staff employed by Tannoy Products Ltd.
Dette er delvis en afspejling af kendsgerningen, at Coatbridge er et fast sammentømret sam­fund, men det er også et tegn på, at personalet er ivrigt efter at opmuntre deres familiemedlemmer til at arbejde for selskabet, hvilket bidrager til den venlige atmosfære på fabrikken.
This is partly a reflection of the fact that Coatbridge is a very closely-knit community, but also indicates that staff are keen to encourage their relatives to work for the company, and this contributes towards a friendly atmosphere within the factory.
Tannoy selskabsgruppens ledelse i øjeblikket er udelukkende blevet rekrut­teret, siden selskabet blev overtaget af Harman International i 1974.
The present management team of the Tannoy Group have all been recruited since the company was taken over by Harman International in 1974.
Selvom de alle er ret unge, sad mange af disse tidligere inde med ledende stillinger i store selskaber som f.eks. Plessey, Rank, Mars og Honeywell.
Although they are all quite young,
32 på grund af vanskeligheder mellem arbejdsmarkedets parter.
35 many of them previously held senior positions in large companies such as Plessey, Rank, Mars and Honeywell.
Problemerne, lederne er kommet ud for i traditionelt drevne virksomheder, har overbevist dem om, at der var behov for en ny angrebsmåde for at drive selskabet således, at der blev givet arbejdstagerne mulighed for større engagement og ansvar i forbindelse med deres arbejde.
The problems which they had experienced in traditionallyrun multi-union companies convinced the managers that a new approach was needed to operate in a way which would give people more involvement and responsibility in their work.
Etableringen af den nye fabrik i Coatbridge bød på en enestående mulighed for at prøve at udvikle en ny ledelsesstil og at samarbejde med kollegaer med samme indstilling.
The setting up of the new factory át Coatbridge offered an ideal opportunity for them to try and develop a new style of management, and to work together with like-minded colleagues.
På lignende måde havde flere af lederne i Tylers Green kendt hinanden fra tidligere stillinger, og de følte sig tiltrukket af mulighederne hos Tannoy for at udvikle nye ideer og nye produkter, samt udfordringen at gøre selskabet rentabelt igen, m)
Similarly, at Tylers Green, several of the managers had r known each other in previous jobs and were attracted to Tannoy by the scope to develop new ideas and new products, as well as the challenge of restoring the company to profitability.
Forholdene mellem arbejdsmarkedets parter
m) Industrial Relations
Aftalen er en aftale om organiseret arbejdskraft, ifølge hvilken betingelsen for beskæftigelse for alle arbejdere er, at de skal blive medlem af forbundet i løbet af 28 dage efter ansættelsen.
The agreement is a "closed shop" agreement, by which it is a condition of employment for all employees to join the union within 28 days of appointment.
Denne aftale gælder imidlertid kun for personalet i Coatbridge og omfatter ikke personalet i Tylers Green, der kun har vist ringe interesse i forbundet til trods for MATSAs forsøg på at rekruttere medlemmer.
The initial approach to the company came from the GMWU when they heard about the plans for setting up the new factory at Coatbridge.
Nogle ansatte i udlejningsafdelingen i Norwood er ASTMS-medlemmer, og selskabet fradrager fagforeningskontingenter på deres vegne.
They were interested in taking part in a joint management-union effort to develop a more constructive approach to industrial relations and since everyone is employed on staff conditions, the white-collar section of the GMWU was recognised -on behalf of both shop floor and white-collar staff.
På fabrikken i Coatbridge har MATSA en udvalgsformand, en fagforbundssekretær og syv tillidsmænd, der repræsenterer personalet.
However, this agreement applies only to staff at Coatbridge and does not include staff at Tylers Green, who have shown little interest in the union, despite efforts by MATSA to recruit members.
Medlemmerne danner deres egen fagforbundsbranche, hvorigennem de opnår betydelig autonomi
Some members of the hire department at Norwood are ASTMS members and the company deducts union dues on their behalf.
De fleste problemer klares lokalt, og efterhånden vil udvalgsformanden og tillidsmændene også tage sig af de årlige lønforhandlinger, der i øjeblikket finder sted under ledelse af MATSAs regionsfunktionær.
Most issues are dealt with locally, and in time, the convener and stewards will also handle the annual wage negotiations, which at present are led by the Regional Officer of MATSA.
Aftalen mellem Tannoy Products Ltd. og MATSA dækker vilkårene for aner­kendelse, de almindelige principper for sikkerhed, retfærdighed, indivi­duel trivsel og engagement, faciliteter for tillidsmændene, proceduren for klagemål og den disciplinære procedure.
The agreement between Tannoy Products Ltd. and MATSA covers the terms of recognition; the general principles of security, fairness, individual fulfilment and involvement; the facilities for shop stewards; the grievance procedure and the disciplinary procedure.
Proceduren for klagemål består af følgende fem stadier:
There are five stages in the grievance procedure, as r follows:-
Stadier for proceduren for klagemål
Stages of the grievance procedure
5 dage
Stage 5
Mægling/voldgift
Conciliation/Arbitration
Anerkendelsen af, at kun eet fagforbund forhandler for hele selskabets per­sonale, er meget usædvanligt, idet der i det mindste er særskilte forbund for gulvarbejdere og funktionærer i de fleste virksomheder, og ofte er flere forbund impliceret.
The recognition of only one union to negotiate on behalf of all staff in the company is quite unusual, since in most companies there are at least separate unions for shop floor and white-collar staff, and often there may be several unions involved.
Selvom denne struktur medfører et stort ansvar for udvalgsformanden, idet han forhandler på mange forskellige interessers vegne, mener både MATSA-repræsentanterne og Tannoys ledelse, at der er mange fordele ved kun at have eet fagforbund.
Although this structure entails a great deal of responsibility for the convener, in that he is negotiating on behalf of many different interests, both the MATSA representatives and the management of Tannoy feel that there are many advantages in having a single union.
Kommunikationen mellem dem er mere direkte og ukompliceret, og man undgår de sædvanlige problemer med flere fagforbund, hvor disse ikke kan blive enige om at danne fælles front, eller hvor ledelsen prøver at spille det ene fagforbund ud mod det andet.
The communication between them is more direct and straightforward and avoids the common problems of multi-union situations, where unions cannot agree to present a united front or the management attempts
Det har imidlertid krævet betydelige tilpasninger for alles vedkommende at vænne sig til een enkelt fagforbundsstruktur.
However, it has required considerable adjustments from everyone to become used to the single union structure.
Folkene på gulvet har f.eks. haft vanskeligt ved at vænne sig til at få en månedsløn udbetalt direkte til deres bank.
For example, the shop floor people have found it difficult to adapt to having a monthly salary paid directly into the bank.
På den anden side mener funktionærerne, at deres traditio­nelle status er blevet undermineret, idet alle nu deler de samme frynse­goder, og deres arbejdstid er længere end funktionærernes i andre selskaber.
On the other hand, the white-collar staff feel that their traditional status has been eroded, since everyone now shares the same fringe benefits, and they are working longer hours than white-collar staff in other companies.
De forhandlede beskæftigelsesvilkår og -betingelser er ikke smålige og tåler i høj grad sammenligning med andre lokale selskaber.
The terms and conditions of employment which have been negotiated are generous and compare favourably with other local companies.
Hele personalet er frem for alt berettiget til sygepenge fra og med deres ansættelse i virksomheden.
In particular, all staff are eligible for sickness benefit payments from the date of their joining the company.
Personale med mindre end eet års tjeneste er berettiget til 4 ugers sygepenge, mens personalet med over 5 års tjeneste har ret til 26 ugers sygepenge.
Staff with less than one year service are entitled to 4 weeks r sickness benefit, while staff with more than 5 years service are entitled to 26 weeks of sickness benefit.
Personalet på alle trin støtter og viser stor interesse i MATSA, og deltagernes antal ved fagforbundets branchemøder er omfattende.
There is a high level of support and interest in MATSA among staff at all levels, and the attendance at the union branch meetings is very high.
For møder, der afholdes i virksomheden, er 100% tilstedeværelse det normale. Og ca. 60% af medlemmerne overværer i almindelighed møder, der afholdes efter arbejdstid.
For meetings held in company time, a 100% attendance is normal, and meetings held after work usually attract around 60% of members to attend.
DEN NYE FORM FOR ARBEJDSORGANISATION a)
THE NEW FORM OF WORK ORGANISATION a)
Årsagerne til ændringen
The Causes of Change
Da Tannoy Products Ltd. overtog deres nye fabrik i Coatbridge, Skotland, i februar 1976, var man fast besluttet på at benytte lejligheden til at skabe en ny stil m.h.t. arbejdsrelationerne i kontrast til den traditionelle "dem og os"-indstilling og relationer, der står i modsætning til hinanden.
When Tannoy Products Ltd. took over their new factory at Coatbridge, Scotland, in February 1976, they were determined to use the opportunity to create a new style of working relationship, in contrast with the traditional "them and us" attitudes and adversary relationships.
Det amerikanske moderselskab under dr. Sidney Harmans ledelse havde allerede etableret et vellykket projekt til arbejdets forbedring på dets fabrik i Bolivar i Tennessee.
The American parent company, guided by Dr. Sidney Harman, had already established a successful Work Improvement Project at their plant at Bolivar in Tennessee.
Nu ønskede man at bygge videre på denne erfaring og anvende de samme principper i en situation, der ikke hæmmedes af eksiste­rende, negative indstillinger og indbygget fjendtlighed.
They now wanted to build on that experience, and use the same principles in a situation which was not hampered by existing negative attitudes and in-built hostilities.
Man mente, at den nye fabrik ville sætte selskabet i stand til at give dets arbejdstagere tilfredsstillende arbejde og lade dem deltage i beslutningsprocessen og samtidigt fremstille teknisk førsteklasses produkter.
They felt that the new factory would enable them to provide employees with satisfying work and to participate in decisionmaking, as well as building technically excellent products.
Når selskabet skulle drives på denne måde, var det absolut nødvendigt, at folkene, der skulle lede den nye fabrik, måtte enes om deres idealer og målsætninger.
In operating the company along these lines, it was essential that the people who would manage the new factory should share their ideals and objectives.
Man var heldig, for så vidt som de to seniorchefer, der blev ansat, Norman Crocker og Jim Hughes, var villige til at gå fra høje stillin­ger i større selskaber for at få mulighed for at etablere den nye fabrik, der skulle baseres på denne positive og langsigtede filosofi, Harman Inter­national havde udviklet.
They were fortunate in that the two senior managers they recruited, Norman Crocker and Jim Hughes, were prepared to leave high positions in larger companies to have the opportunity of setting up the new factory based on the positive and forward-looking philosophy which Harman International had developed.
Den hjælp og rådgivning, dr. Michael Maccoby havde ydet i forbindelse med Bolivar-projektet, havde været meget værdifuld, og han blev anmodet om at spille samme rolle i projektet til arbejdets forbedring hos Tannoy Products Ltd. Man mente også, at projektet ville få brug for mere regelmæssig hjælp fra en "forsker-pædagog", og man anmodede Mary Weir om at assistere på denne måde.
The help and advice which Dr. Michael Maccoby had provided to the Bolivar Project had been extremely valuable, and he was invited to act in the same role to the Work Improvement Project at Tannoy Products Ltd. it was also felt that the Project would need the more regular assistance of a "researchereducator", and Mary Weir was asked to help in this way.
Hun havde for nylig indgået en aftale med Arbejdsministeriets afdeling for arbejdsforskning om at udføre et to-årigt formåisfrit forskningsprojekt, der sigtede på at forbedre arbejdslivets kvalitet, Tannoy Products Ltd, var den ideelle situation til udførelse af dette formåisfrie forskningsprojekt, og selskabet fik uafhængig assistance med at kontrollere og vurdere denne nye angrebsmåde m.h.t, arbejdsrelationerne, man havde planer om at introdu­cere.
She had recently taken up a contract with the Work Research Unit of the Department of Employment to do a two-year actionresearch project, aimed at improving the quality of working life.
Hvad Tannoy Products angår, opstod initiativet således ikke som reaktion på problemer, så som dårlig moral eller kedsommeligt arbejde, som tilfældet har været i mange andre eksperimenter med at indføre nye former for arbejds­organisation.
Tannoy Products Ltd. was the ideal situation for undertaking this actionresearch project and the company gained independent assistance in monitoring and evaluating the new approach to work relationships which they planned to introduce.
36 tilbød sig gennem åbningen af deres nye fabrik, og man var ivrig efter at udnytte dette på den bedst mulige måde.
Instead, the company recognised the tremendous opportunity offered by the opening of their new factory, and were keen to use this in the best possible way.
Ændringsprocessen
The Process of Change
Eet af de første skridt, der blev taget af de nyansatte britiske virksom­hedsledere, var at udarbejde en redegørelse over deres målsætninger, og hvorledes de agtede at forsøge at opnå disse.
One of the first steps which the newly-appointed British managers took, was to prepare a statement of their objectives and how they intended to try and achieve them.
Det var dem specielt magt­påliggende i større enkeltheder at klarlægge de nye angrebsmåder, de øn­skede at følge til skabelse af et tilfredsstillende arbejdsmiljø.
In particular, it was essential for them to try to clarify in more detail the new approaches they wanted to follow in creating a satisfying work environment.
Resultatet af disse diskussioner var "Redegørelse over ledelsens filosofi", som man enedes om i maj 1979.
The result of these discussions was the "Statement of the Management Philosophy" which they agreed in May 1976.
Formålet med redegørelsen var, at det nye hold ledere kunne udvikle deres egen filosofi, som de mente ville være gennemførlig med deres egne personligheder og omstændighederne som udgangspunkt.
The purpose of the Statement was for the new management team to develop their own philosophy, which they felt would be workable, given their own personalities and circumstances.
Herved tog de principperne ad notam, der var blevet udviklet i projektet i Bolivar, men de bl¿v tilpasset de lokale forhold.
In doing this, they took note of the principles which had been developed in the project at Bolivar, but adapted them to local conditions.
Redegørelsen identificerede først selskabets to vigtigste mål som
Firstly, the Statement identified the two main goals of the company as:-
- At beskæftige folk i Coatbridge i et rentabelt og teknisk effektivt foretagende.
- To employ people at Coatbridge in a profitable and technically efficient enterprise.
- At skabe arbejdsvilkår, der er både behagelige og tilfredsstillende for arbejdstagerne på alle virksomhedens trin.
- To create working conditions which are both pleasant and fulfilling for employees at all levels in the company.
Ved at stille den størst mulige sikkerhed til rådighed, specielt jobsikkerhed og fortsat beskæftigelse, samt at give folk en fornem­melse af sikkerhed under hensyntagen til sundhed og sikkerhed på fabrikken og gennem tilvejebringelsen af gode syge- og pensionsordninger.
By providing as great a degree of security as possible, especially in job security and continuation of employment. Also to give people a feeling of security, by attention to Health and Safety in the factory, and by the provision of good sickness and pension schemes.
Ved at sikre, at folk behandles retfærdigt på arbejdspladsen uanset deres alder, køn, race eller religion - og at belønningen for ar­bejdet og måden, dette organiseres og måles, er så retfærdig og rimelig som muligt.
By making sure that people are treated fairly at work, regardless of their age, sex, race or religion - and that the rewards of work, and the way it is organised and measured are as fair and reasonable as they can be.
INDIVIDUEL TRIVSEL
INDIVIDUAL FULFILMENT
Ved at anerkende, at alle folk ikke er ens, men har forskellige in­teresser og behov og ved at forøge mulighederne for, at folk kan udvikle deres færdighed og evner til deres eget potentiels videst mulige udstrækning.
By recognising that all people are not the same, but have different interests and needs and by increasing the opportunities for people to develop their skills and abilities to the fullest extent of their own potential.
Ved at give hver eneste mulighed for at deltage i beslutningspro­cessen, der har indflydelse på dem på arbejdspladsen, og ved frit at lade dem stille spørgsmål og fremsætte ideer.
By giving everyone the chance to have a say in decisions which affect them at work and feeling free to ask questions and put forward ideas.
Redegørelsen, der etablerer ledelsens filosofi, har vist sig at være yderst værdifuld til identifikation af både de langsigtede målsætninger samt prin­cipperne, der bør danne retningslinierne til opnåelsen heraf.
The statement setting out the management philosophy has proved extremely valuable for identifying both the long-term objectives and the principles which should form the guidelines for achieving them.
Disse er nu blevet inkorporeret i selskabets lommekalender, som alle modtager, og på den­ne måde er redegørelsen blevet et arbejdsdokument, indbygget i selskabets daglige arbejdsliv.
They have now been printed into the company diary which everyone receives and in this way the statement has become a working document, built into the everyday life of the company.
Fagforbundets engagement
The Involvement of the Trade Union
Een af de vigtigste beslutninger, ledelsen blev nødt til at tage snart efter etableringen af den nye fabrik, var vedr, dennes indstilling til fagforbundene.
One of the important decisions which the management had to make in the early days of setting up the new factory was on their attitude to the trade unions. Some American-owned
Nogle amerikansk-ejede selskaber i Vest-Skotland, så som IBM, Polaroid, Motorola og Hewlett Packard foretrækker at drive deres foretagender uden fagforbund.
41 companies in the West of Scotland such as IBM, Polaroid, Motorola and Hewlett Packard prefer to operate without a trade union.