natgillin/translations-raw huggingface dataset:
For så vidt angår bestyrelsesdiskussioners fortrolige karakter, mente under en femtedel af respondenterne, at der var forekommet brud på dette område, og heraf mente mange, at sådanne overtrædelser ikke var alvorlige.
As regards confidentiality of board discussions less than one fifth of respondents felt breaches had occurred in this area and of these many felt that such breaches were not serious.
Det forekommer sandt, at det synspunkt, man tager m.h.t. fortrolighedsbrud, kan variere afhængigt af hvilket trin, man befinder sig på i organisationen, og det skal blive interessant at se, hvordan bestyrelsen/topledelsen betragter sådanne brud.
It seems true that the view one takes of breaches of confidentiality can differ depending on one's level in the organisation and it will be interesting to see how directors/senior managers see such breaches.
Er der opstået problemer på bestyrelsesplan, fordi arbejdstager repræsentanterne forfølger særinteresser?
Have problems arisen at board level because of worker directors pursuing narrow or sectional interests?
Over halvdelen af respondenterne mente ikke, at det var tilfældet, mens en femtedel mente, at der var opstået problemer.
More than half of respondents felt they had not while one fifth felt they had.
(Resten påstod, at de ikke vidste, hvordan situationen forholdt sig i denne henseende.)
(The remainder contended they didn't know what the situation was in this regard.)
Det område, hvor arbejdstagerrepræsentanterne blev betragtet som plejende særinteresser, var personale og personalespørgsmål, men ved nærmere undersøgelse viste det sig, at respondenterne både i de tilfælde, hvor de mente, at arbejdstagerrepræsentanterne havde og ikke havde plejet særinteresser, meget ofte baserede deres svar på indtryk og ikke på specifikke eksempler.
Where worker directors were seen as pursuing sectional interests was in the area of staff and personnel matters
ARBEJDSTAGERREPRÆSENTANTERNE OG ARBEJDSTAGERNES HOLDNING
WORKER DIRECTORS AND EMPLOYEE ATTITUDES
En række spørgsmål kom ind på temaet arbejdstagerrepræsentanter og holdninger blandt arbejdstagerne.
A number of questions touched on the question of worker directors and employee attitudes.
Respondenterne blev spurgt, om tilstedeværelsen af arbejdstagerrepræsentanter havde ført til, at arbejdstagerne følte sig mere involveret i virksomheden og mere interesseret i, hvordan den klarede sig, om arbejdstagerne nu vidste mere om virksomheden, dens politik og præstation, og om arbejdstager repræsentationen havde ført til større forståelse mellem bestyrelsen og arbejdstagerne.
Respondents were asked whether having worker directors had led to employees feeling more involved in their company and more interested in how it was doing, whether employees now knew more about the company, its policies and performance, and, whether having worker directors had led to greater understanding between the board of directors and employees or not.
Svarmønstrene ved nogle af disse spørgsmål mindede meget om hinanden Ca. to tredjedele af respondenterne mente, at arbejdstagerrepræsentation ikke, eller kun i begrænset omfang, havde ført til en fornemmelse af større engagement fra arbejdstagernes side eller øget interesse i, hvordan deres virksomhed klarede sig.
The pattern of answering to some of these questions was very similar. About two thirds of respondents felt that having worker directors had not led, or had led only to a limited extent, either to feelings of greater involvement on the part of employees or to more interest on the part of employees as to how their companies were performing.
Respondenterne var delt i to lige store grupper m.h.t. spørgsmålet om, hvorvidt arbejdstagerne nu vidste mere om virksomheden, dens fremtid og præstation.
Respondents were equally divided on the question of whether or not employees now knew more about the company its prospects and performance.
Blandt de fremførte årsager til, at arbejdstagerrepræsentation ikke havde ført til de nævnte resultater, var, hvad der er sandsynligt nok, at der havde været for lidt kommunikation, at virksomheden havde været igennem vanskelige tider, hvilket i sig selv havde givet folk nok at tænke på, og at ledelsen selv havde taget initiativ til at informere arbejdstagerne.
Among reasons advanced as to why having worker directors had not led to the particular outcomes mentioned included, plausibly enough, that there had been little communication, that the company had been going through hard times and this in itself had concentrated minds, and that management itself had taken an initiative in informing people.
RESPONDENTERNES OPSUMMERENDE SYNSPUNKTER
SUMMARY VIEWPOINTS OF RESPONDENTS
De to sidste spørgsmål i det spørgeskema, som blev uddelt til respondenter, der ikke tilhørte bestyrelsen/topledelsen, kan opfattes som sammenfattende spørgsmål, i og med at de gav respondenterne mulighed for at opsummere deres synspunkter m.h.t. arbejdstagerrepræsentanter og deres tilstedeværelse.
The two final questions in the questionnaire administered to respondents other than directors/senior managers can be considered as summary questions, in the sense, that they allowed respondents to sum up their views on worker directors and on having them.
-26· af initiativet til arbejdstagerrepræsentation, og i det andet blev de spurgt, hvilke eventuelle råd, de ville give til kommende bestyrelsesmedlemmer. medlemmer.
One asked respondents if there were any changes which they would like to see in any aspect of the worker director initiative and the second asked respondents what advice, if any, they would give to prospective directors.
Hvad angår første spørgsmål, var svaret oftest, at der ikke burde ændres noget.
As regards the former, the response which occurred most frequently was that there be no change made.
Bortset herfra kunne et betragteligt antal respondenter tænke sig at opleve bedre kommunikation og feedback fra arbejdstager repræsentanterne (17%), mindre fagforeningsindblanding og et mere retfærdigt valgsystem (13%) samt bedre repræsentation, herunder bedre muligheder for mindre fagforeninger, bedre geografisk repræsentation, flere repræsentanter i bestyrelsen og strukturer under bestyrelsesplanet til understøtning af systemet (20%).
Apart from this a considerable number of respondents felt that they would like to see better communication and feedback from worker directors (17%), less union involvement and a fairer system of election (13%), and, better representation including opportunities for smaller unions, better geographical representation, more representatives on the board, and, below board structures to support the system (20%).
Vedrørende spørgsmålet om råd til en kommende arbejdstagerrepræsentant sagde en tredjedel af respondenterne, at de ville råde ham til at forbedre kommunikationen, en fjerdedel at de ville råde ham til at være uafhængig, opføre sig som bestyrelsesmedlem og holde sig både virksomhedens og arbejdstagernes interesser for øje. Ca.
On the question of advice to a prospective worker director, a third of respondents said they would advise him to look after communication better and a quarter said they would advise him to be independent, to act like a director and keep the company's as well as the employee's interest in mind. About 10%
UNDERSØGELSESRESULTATER FOR FORSKELLIGE RESPONDENTKATEGORIER
SURVEY RESULTS FOR DIFFERENT CATEGORIES OF RESPONDENT
Resultaterne for 4 forskellige respondentkategorier, udover de ovenfor beskrevne resultater for alle respondenter, blev opstillet på følgende måde:
Results for four separate categories of respondent, apart from the results for all respondents just outlined, were compiled as follows:
(a) De, som i 1981undersøgelsen mente, at initiativet til arbejds tagerrepræsentation havde fungeret godt i deres egen virksomhed, sammenlignet med dem, som ikke mente, at det havde fungeret godt.
(a) Those who in the 1981 survey felt that the initiative of having worker directors had worked well in their own company as compared with those who felt it had not worked well.
(b) Svar efter jobstatus - svarfordelingen for ledere, tilsynsførende, tillidsmænd og arbejdstagere.
(b) Results according to job status - breakdowns for managers, supervisors, shop stewards, and employees.
(c) Svar efter fagforeningsmedlemsskab - faglærte arbejdere, ufaglærte arbejdere og funktionærer.
(c) Results according to union membership - craft, manual and, white collar.
(d) Svar efter virksomhed.
(d), Results according to company.
Hvad angår den første kategori (a) ovenfor, var de, som mente, at initiativet havde fungeret godt, uenige med dem, der ikke mente, at dette var tilfældet, m.h.t. næsten alle aspekter af spørgeskemaet, idet de i alle henseender så større fordele og var mere positive.
As regards the first category, (a) above, those who felt the initiative had worked well differed from those who felt it had not on almost every aspect of the questionnaire, seeing greater benefit and being more favourable on all dimensions.
Dette er en ret vigtig konklusion, som synes at pege i retning af en slags glorievirkning, hvorved respondenterne, hvis de mener, at arbejdstagerrepræsentanterne er gavnlige ud fra ét eller to hovedkriterier, kan have en tendens til at vurdere dem højt også ud fra andre kriterier.
This is a fairly important finding and probably suggests that a halo effect of some kind is operating such that if respondents feel that worker directors are worthwhile on one or a couple of key criteria they may tend to rate them high on other criteria as well.
På lignende vis kan en person, hvis denne mener, at initiativet ikke har fungeret godt, have en tendens til at nedvurdere arbejdstagerrepræsentanterne ud fra alle kriterier.
Similarly if a person feels that the initiative has not worked well he may tend to downgrade worker directors on all criteria.
Der viste sig at være relativt få forskelle mellem de forskellige fagforeningsgrupper - faglærte arbejdere, ufaglærte arbejdere og funktionærer - måske et noget overraskende resultat.
Relatively few differences emerged between the different union groups -craft, manual, and white collar - a somewhat surprising result perhaps.
Der forekom forskelle mellem virksomheder.
Differences between companies did emerge.
Med hensyn til, hvor godt initiativet til arbejdstagerrepræsentation havde fungeret i en persons egen virksomhed, var der f.eks. en betydelig forskel mellem det mest positive og det mindst positive synspunkt, idet 24% i den første kategori ikke mente, at initiativet havde fungeret godt, og 55% i sidstnævnte kategori ikke mente, at det havde fungeret godt.
I or instance, on the question of how well the initiative of having worker directors had worked in a person's own company the difference between the most favourable and least favourable views was considerable, with 24% in the former category feeling the initiative had not worked well, and 55% in' the latter feeling it had not worked well.
Med hensyn til et andet aspekt, nemlig om tilstedeværelsen af arbejds tagerrepræsentanter havde gavnet virksomheden, mente i ét tilfælde 16%, at der ikke var opstået nogen fordel for virksomheden, mens 43% i en anden virksomhed var af denne opfattelse.
On another dimension, namely, whether having worker directors had been of benefit to the company, whereas in one case 16% had felt that no benefit to the company had accrued in another company 43% felt this way.
Mange af forskellene mellem virksomhederne kom ikke som nogen større overraskelse for forfatterne, når de kiggede på dem.
Many of the differences between companies came as little surprise to the authors when they glanced at them.
Med hensyn til kommunikation og arbejdstagerrepræsentanternes forsøg på at kommunikere var der f.eks. en tydelig variation mellem virksomhederne. Forventninger, især konkrete forventninger over for generelle forventninger
Communication, for instance, and efforts by worker directors to communicate were demonstrably varied as between companies, Expectations too, particularly in the area of concrete expectations as against general expectations had varied at the outset and this helped to explain other differences.
Den kendsgerning, at virksomhederne havde gennemgået en temmelig urolig periode, var en faktor, som medvirkede til at forklare visse svarmønstre.
The fact that companies had been through a fairly turbulent time was a factor which also helped to explain certain response patterns.
Det resterende sæt sammenlignede kategorier var det, som havde at gøre med jobstatus - leder, tilsynsførende, arbejdstager og tillidsmand.
The remaining set of categories compared were those relating to job status - manager, supervisor, employee and shop steward.
Der fremkom mange interessante resultater og forskelle mellem kategorierne i denne analyse.
Many interesting results and differences between categories emerged in this analysis.
Der var relativt få forskelle mellem kategorierne hvad angik almindelig holdning til arbejdstagerrepræsentanterne med undtagelse af eventuelle ulemper for virksomheden for årsaget af arbejdstagerrepræsentationen, hvor ledelsen var langt mere tilbøjelig til at finde ulemper end de andre tre kategorier.
There were relatively few differences between the categories in relation to general attitudes toward worker directors,with the exception of possible disadvantages for the company resulting from having worker directors,where managers had a far greater propensity to see disadvantages than had any of the other three categories.
Ved nærmere undersøgelse viste disse ulemper sig at have at gøre med fortrolighedsproblemer, problemer for ledelsen p.g.a. sådanne forhold som underminering af deres autoritet og, i mindre grad, problemer opstået, ved at arbejdstagerrepræsentanterne plejede særinteresser, og omkostninger i forbindelse med dækning af arbejdstagerrepræsentanterne og gennem arbejdstageres og tillidsmænds deltagelse i møder.
These disadvantages on investigation turned out to relate to problems of confidentiality, problems for management due to such matters as authority being undermined, and, to a lesser extent problems due to sectional issues being pursued by worker directors and costs incurred through covering for worker directors and through having employees and shop stewards attend meetings.
Mod forventning, måske, var tillidsmændene generelt mindre tilbøjelige end nogle af de andre kategorier til at betragte arbejdstagerrepræsentation som en fordel for fagforeningerne, og tillidsmændene så også færre fordele m.h.t. forhandlinger og forholdet mellem ledelse og arbejdstagere.
Generally speaking shop stewards contrary perhaps to expectations were somewhat less inclined to see worker directors as being of benefit to trade unions than any of the other categories and, also, shop stewards saw less benefit in the area of negotiations and industrial relations.
-29- hvordan arbejdstagerrepræsentanterne havde defineret deres rolle, idet de betragtede arbejdstagerrepræsentanternes indstilling som værende for snæver og i for høj grad præget af særinteresser.
When asked what, if anything, worker directors might have done differently shop stewards had a greater tendency than other groups to see better communication and feedback, while managers were much more critical than the others about how the worker directors had defined their role considering the outlook of worker directors to be too narrow and sectional.
Der var en hel del andre forskelle mellem disse 4 grupper, hvad angår den måde, hvorpå de anskuede initiativet, og det vil være umagen værd for læseren at kigge på disse i hovedrapporten.
There were quite a few other differences between these four groups as to how they saw the initiative and it would be worthwhile for the reader to consult the main report on these.
BESTYRELSEN OG DEN ØVERSTE LEDELSE
DIRECTORS AND SENIOR MANAGERS
Det spørgeskema, der blev anvendt til bestyrelsen/topledelsen var noget mere detaljeret m.h.t. bestyrelsens funktion og arbejdstager repræsentanternes indflydelse herpå.
The questionnaire used for directors/senior managers was somewhat more detailed with regard to the actual operation of the board and the impact of worker directors on it.
Der blev ialt interviewet 39 respondenter fra 5 virksomheder.
In all 39 respondents were interviewed from the five companies.
Fire femtedele af respondenterne antog en positiv holdning over for princippet med arbejdstagerrepræsentation, mens tre fjerdedele mente, at det havde fungeret godt eller ret godt i praksis.
Four fifths of respondents viewed the principle of having worker directors positively while three quarters felt it had worked well or fairly well in practice.
Der var visse forskelle mellem virksomhederne m.h.t. begge disse spørgsmål.
There were some differences between companies on both these issues.
Det bør fremhæves, at disse første spørgsmål sigtede mod korte svar, og efterhånden som interviewerne skred frem blev det klart, at mange respondenter havde en ambivalent holdning til eksperimentet. De kunne se fordele, men også ulemper.
It should be pointed out that these initial questions sought a summary response and as the interviews proceeded it was clear that many respondents were ambivalent about the experiment.
Den vigtigste fordel, som blev nævnt af tre femtedele af respondenterne, var m.h.t. kommunikation både ned til de menige arbejdere og op til bestyrelsen.
The major benefit, mentioned by three fifths of respondents, was in the area of communication both down to the shop floor and up to the board-room.
De vigtigste ulemper, der henvistes til, var for det første fortrolighedsbrud eller muligheden for brud og for det andet en tendens fra arbejds tagerrepræsentanternes side til at blive overinvolveret i spørgsmål, der angik virksomhedens daglige drift.
The main drawbacks adverted to were firstly breaches of confidentiality or the possibility of breaches and secondly, a tendency by the worker directors to become over-involved in issues relating to the day to day operation of the company.
Ikke desto mindre svarede en fjerdedel af respondenterne til spørgsmålet om ulemper, at der ikke var nogle.
Nevertheless a quarter of respondents in answer to the question about drawbacks said there were none.
70% var tilfredse med den måde, hvorpå arbejdstagerrepræsentanterne greb deres hverv an.
Over a third, understandably enough perhaps, felt they were not in a position to comment on this area.
Som svar på spørgsmålet om, hvad de kunne have gjort anderledes, mente en tredjedel, at arbejdstagerrepræsentan terne i mindre grad kunne have plejet særinteresser, og en fjerdedel, at de kunne have blandet sig mindre i den daglige ledelse.
Seventy per cent were satisfied with the way worker directors went about their job. In response to the question what might they have done differently, one third felt that worker directors could have taken a less sectional view and one quarter felt they might have interfered less in day to day management issues.
En femtedel mente ikke, at arbejdstagerrepræsentanterne kunne have gjort noget anderledes.
One fifth felt that there was nothing that worker directors could have done differently.
Da de skulle redegøre for, hvilket bidrag arbejdstagerrepræsentanterne havde ydet til bestyrelsens funktion, nævnte to femtedele to-vejs-kommunikation med de menige arbejdere, og en fjerdedel nævnte den praktiske erfaring, som arbejdstagerrepræsentanterne havde i virksomheden i denne forbindelse.
In dealing with the contribution worker directors had made to the functioning of the board two fifths mentioned two-way communication with the shop floor and one quarter mentioned practical experience that worker directors had of the company in this context.
Et mere detaljeret spørgsmål om arten af bidrag viste en ret høj grad af tilfredshed.
A more detailed question about the kind of contribution made showed quite high levels of satisfaction.
Respondenterne blev bedt om at vurdere arbejdstagerrepræsentanternes bidrag til en række forhold spændende fra at øge bestyrelsens indflydelse og autoritet til at hjælpe bestyrelsen med at tage bedre beslutninger.
Respondents were asked to rate the contribution of worker directors on a number of dimensions ranging from increasing the influence and authority of the board to helping the board make better decisions.
Et flertal i alle tilfælde mente, at de enten havde ydet "et vist bidrag" eller "et ret betydeligt bidrag" til disse forhold, og dette flertal svingede fra 51% m.h.t. at øge bestyrelsens indflydelse og autoritet til 90% m.h.t. at "forbedre forholdet mellem ledelsen og arbejds tagerne" .
A majority in all cases felt they had made either "some contribution" or "quite a sizeable contribution" to these issues and this majority ranged from 51% on the dimension of increasing the influence and authority of the board to 90% in the case of "improving industrial relations"
Spørgeskemaets anden del beskæftigede sig med emner, der blev rejst i undersøgelsens Fase I, og resultaterne underbygger i det store og hele det billede, som fremstod i første del. På den negative side mente to tredjedele af respondenterne, at arbejdstagerrepræsentanterne til tider ikke havde taget et organisatorisk synspunkt eller helhedssynspunkt, men havde forfulgt snævre interesser eller særinteresser.
Section II of the questionnaire dealt with issues which were raised in Phase I of the study and the results in general bear out the picture emerging in Section I. On the negative side two thirds of respondents felt that worker directors had on occasion failed to take an organisational or an overall view and had pursued narrow or sectional interests.
Godt halvdelen af respondenterne mente, at der var sket fortrolighedsbrud i bestyrelsen, og omfanget af disse brud havde varieret m.h.t. deres betydning.
Just over half of the respondents felt that confidentiality of the board-room had been breached and the extent of these breaches had varied in importance.
En hel del betragtede ethvert brud som vigtigt, uønskeligt og i modstrid med bestyrelsesmedlemmets rolle, mens de samtidig indrømmede, at der var forekommet brud, som arbejds tagerrepræsentanterne på ingen måde var ansvarlige for.
Quite a few saw any breaches as important, undesirable, and, in conflict with the role of director, while acknowledging that breaches had occurred for which worker directors were in no way responsible.
85% mente, at arbejdstagerrepræsentanterne med deres daglige erfaring med og kendskab til virksomheden havde bragt noget nyttigt ind i bestyrelsen.
Eighty five per cent felt that worker directors with their day to day experience and knowledge of the company had brought something quite useful to the board.
Godt halvdelen mente ikke, at fagforenin gernes indflydelse på arbejdstagerrepræsentanternes virkefelt havde været for stor, mens over en tredjedel mente, at den havde.
Just over half felt that trade union influence in the area of worker directors had not been too great, while over a third felt it had.
Næsten tre fjerdedele af respondenterne mente, at initiativet til arbejdstagerrepræsentation havde ført til et bedre forhold mellem ledelsen og arbejdstagerne, mens tre fjerdedele ikke mente, at arbejds tagerrepræsentanterne var blevet- isoleret fra arbejdstagerne.
Almost three quarters felt that the initiative of having worker directors had led to better industrial relations, while three quarters felt that worker directors had not become isolated from employees.
Halvdelen af respondenterne mente, at arbejdstagerrepræsentanterne havde kommunikeret tilstrækkeligt med arbejdstagerne, mens en tredjedel mente, at de havde kommunikeret for meget.
Half of the respondents felt that worker directors had communicated sufficiently with employees while one fifth felt they had communicated too much.
Til sidst blev respondenterne spurgt om, hvilke ændringer de mente burde foretages i noget forhold m.h.t. initiativet til arbejdstagerrepræsentation.
Finally, respondents were asked about changes they felt should be made in any aspect of the worker director initiative.