natgillin/translations-raw huggingface dataset:
Denne del-sektion af rapporten indeholder en beskrivelse og analyse af seks danske virksomheder, der inden for de seneste ca. 5-10 år har eksperimenteret med job- og samarbejdsudvikling.
This section of the report contains a description and analysis of six Danish companies having experimented with new models of work organization for the past 5­10 years.
Re degørelsen bliver derved en konkretisering og empirisk belysning af det tema, der er beskrevet i rapportens første del (sektion A)
The account thus be­comes a concretization and an empirical illustration of the sub­ject described in the first section of the report (section A).
I nærværende afsnit (afsnit 1) redegøres for den terminologi, der ligger til grund for beskrivelsen af job- og sarnarbejdsudviklingen.
The chapter has the following composition: This section (section 1) deals with the terminology on which the description of the work organization has been based.
Der gives endvidere en kort præsentation af de seks danske virksomheder, der indgår i projektet, tillige med den da taindsamlingsmetode , der er blevet anvendt.
Besides, there will be a brief presentation of the six Danish companies having participated in the project as well as a mention of the data collection method used.
Afsnit 2 sammenfatter en række konkrete aspekter ved udviklingsprocessen i virksomhederne.
Section 2 summarizes a number of concrete aspects in connection with the process of development in the companies.
De spørgsmål, der tages op, er følgende :
The questions, which will be taken up, are the following:
- jobberigelse og motivation for medarbejderne som resultat af udviklingen
­ objective of the experiments with work organization in the individual company ­ originators of the experiments ­ role of the co­operation committee ­ progress of the work organization ­ physical and psychological consequences to the employees ­ job enrichment and motivation for the employees as a result of the development ­ the employees* and organizations' participation in the de­cisions of the company.
Afsnit 3 rummer den samlede konklusion på analysen af de seks virksomheder.
Section 3 comprises the whole conclusion from the analysis of the six companies.
Opmærksomheden rettes specielt mod de betinge?sert t hvis opfyldelse synes-at være en forudsætning for, at der kan igangsættes en succesfuld udvikling af job- og samarbejdsstrukturen.
Special attention is drawn to the conditions whose fulfilment seems to presuppose the possibility of starting a successful development of the job and co­operation structure.
Endvidere belyses bl.a. de problemer,· der opstår når udvik-
This section will among other things also illustrate the problems arising when the process of development is well under way and there is a wish to retain the pace of the development at the same time as the distance between the progressive and preservative
Den her beskrevne situation synes at være særdeles relevant folde undersøgte virksomheder, der alle gennemlevede en "pionertid" i begyndelsen af 70'erne og nu står over for at skulle fastholde og forny denne udviklingsproces.
The situation just, de­scribed seems to be extremely relevant to the investigated com­panies, which all experienced a "pioneer time" at the beginning of the 1970's and now are faced with the necessity of retaining and renewing this process of development.
Afsnit 4 indeholder beskrivelsen af hver af de seks undersøgte virksomheder.
In section 4 there is a description of each of the six investigated companies.
For hver virksomhed er der redegjort for følgende forhold:
For each company the following circum­stances have been discussed:
- baggrundsinformation om virksomheden (størrelse, ejerforhold produktion, teknologi, idegrundlag og medarbejderstruktur.
- background information about the company (size, owner­ship, production, technology, idea level and employee structure) - description of the experimental field (organizational section) in which the work organization has taken place - illustration of the background of the start of the experiments - description of the change process itself - analysis of the work organization's objective and subjective consequences - conclusion.
- beskrivelse af det forsøgsområde (organisatoriske afsnit), hvor samarbejds- og jobudviklingen har fundet sted
Section 5 contains a brief· bibliography of modern literature on the subject.
Afsnit 5 indeholder en kortfattet bibliografi over nyere litteratur inden for fagområdet.
This report mainly deals with two forms of participation: Direct and representative participation.
Ι denne rapport arbejdes hovedsageligt med to former for deltag­else: Direkte og repræsentativ deltagelse.
43 - job enrichment has particularly to do with freedom of action, participation, competence to decide and responsibility for de cisions .
Den direkte medarbejderdeltagelse omfatter primært følgende ak tivitetstyper :
Later on we shall, however, see examples of the way in which two companies have worked almost exclusively with job enlargement and job enrichment.
Jobudvidelse, hvorved forståes en sammenlægning af isolerede ar bejdsopgaver, enten ved at tilføre det enkelte job flere arbejds operationer ,af samme art, eller ved at tilføre det nye, enkelte arbejdsopgaver som vedligeholdelse, rengøring o.s.v.
The representative participation in the decisionmaking processes may assume many shapes: cooperation committee, subcommittees and departmental committees of the cooperation committee, project groups, matrix organization and various kinds of ad hoc groups to solve problems about production, cooperation or management.
Maksimal jobudvidelse opnås, når operatøren fremstiller et helt produkt, hvad der tillige indebærer maksimal cyklustid, (forstået som den tid, hvori operatøren arbejder på et produkt).
We shall here give no actual definition of these various cooperation organs but instead refer to the description of the six companies which have typically availed themselves of a wide range of methods for representative participation in the company.
Jobberigelse, hvorved forstås, at planlægnings-, ledelses- og kontrolfunktioner, som almindeligvis varetages af overordnede ni veauer i organisationen, bliver en integreret del af den enkelte arbejders eller arbejdsgruppes job.
In the 'above we have deliberately chosen the designation of "participation" instead of "influence" in order to emphasize that the terminology has been determined on the basis of the employees' formal possibilities of getting involved in the decision making processes regarding the company and/or the concrete job situation.
Således har jobberigelse i ,særlig grad med handlefrihed, indflydelse, beslutningskompetence og beslutningsansvar at gøre.
Whether the "participation" results in a high or low degree of "influence" will first and foremost depend on the concrete conditions in the organization in question.
Som det tredje hovedbegreb skal nævnes selvstyrende grupper, der betegner en arbejdsgruppe, der har en afgrænset og sammenhængende opgave samt en vis grad af frihed til at organisere eget arbejde omkring løsningen af denne opgave.
This point has therefore been taken up in this report when describing the individual companies which have participated in the experiments.
De tre begreber overlapper ofte hinanden en del.
^3_Brief_Presentation_of_the_Six_Cgmganies
Vi skal ikke her give en nærmere definition af disse forskellige samarbejdsorganer, men henvise til beskrivelsen af de seks virksomheder, der typisk har benyttet sig af et bredt sortiment af metoder til repræsentativ deltagelse i virksomheden.
The six companies, which participated in the project, were selected with the end in view that altogether they are to represent a broad spectrum of the Danish experience with work organiz-
Virksomhederne er også indbyrdes forskellige, hvad angår størrelse, art, branche, teknologi, ejerforhold m.v., hvorved det bliver muligt at iagttage,, hvordan disse variable påvirker - og påvirkes af - ud viklingen i jobstruktur og samarbejdsforhold.
The companies also differ among themselves with regard to size, nature, branch, technology, ownership etc., which makes it possible to notice how these variables influence - and are influenced by - the development of the job and cooperation structure.
Fem af virksomhederne er private, mens én er delvist ejet af det offentlige, (et telefonselskab).
Five of the companies are private, whereas one company is partly owned by the public (a telephone company).
Medarbejderantallet varierer fra ca. 250 medarbejdere i den mindste til 4.200 ansatte i den største af virksomhederne.
The number of employees varies from about 250 in the smallest company to 4,200 in the largest of the companies.
Der er også en meget varierende for deling på henholdsvis funktionærer, faglærte og ufaglærte arbejdere og i øvrigt også på sammensætningen af mandlig og kvindelig arbejdskraft.
The distribution on salaried employees, skilled and unskilled workers as well as on the composition of male and female labour force is also very varying.
To af virksomhederne er administrativt betonede (et forsikringsselskab og et telefonselskab), mens de øvrige er fremstillingsvirksomheder inden for elektronik-, jernindustriog porcelænsbranchen.
Two of the companies are administrative (an insurance company and a telephone company), whereas the remaining com panies are manufacturing companies within the electronic line, the iron industry and the porcelain line.
Flertallet af virksomhederne påbegyndte (eller intensiverede kraftigt) arbejdet med job- og sarnarbejdsudvikling omkring 1970.
The majority of the companies started (or intensified very much) the experiments with work organization about 1970.
En af virksomhederne var med i de såkaldte "Fire første samarbejdsforsøg", der er nævnt i rapportens generelle del, og som indledtes i 1969, mens en af de øvrige var med i de jernindustrielle samarbejdsforsøg, der påbegyndtes i 1971.
One of the companies participated in the so-called "First Four Experiments with Co-operation" mentioned in the general section of this report, which experiments were initiated in 1969, whereas one of the remaining companies participated in the experiments with cooperation within the iron industry which commenced in 1971.
Tilsammen kan de seks virksomheder i denne rapport fremvise ek sempler på flertallet af de former for job- og sarnarbejdsudvikling, der er beskrevet i det forrige afsnit, men der er store forskelle mellem virksomhederne indbyrdes.
The six companies in this report can altogether show examples of most of the forms of work organization described in the pre vious section, but among the companies there are great differences.
To virksomheder har således valgt at arbejde konsekvent med henholdsvis jobberigelse
Thus two companies have chosen to work consistently with job enrichment and job enlargement for the individual operator, whereas one of the other companies, conversely, has let the job design remain untouched and instead aimed very much at developing the representative democracy (by means of cooperation organs).
Kort præsentation af de seks virksomheder:
customers' insurance matters, payment of indemnity etc.
Jobberigelsen hænger snævert sammen med, at der er introduceret en meget vidtgående edb-mæssig styring af forsikringsproduktionen, baseret på on line systemer, med skærmterminaler til den enkelte medarbejder.
The job enrichment is closely connected with the introduction of a very extensive EDP-control of the insurance production based on the on-line system, with screen terminals for the individual employee.
Virksomheden flyttede i 19 7 4 til et nybygget hovedkontor, der bl.a. rummer et kontorlandskab til 800 personer.
In 1974 the company moved to a new-built head office with among other things an openplan office space for 800 persons.
Såvel plan lægningen af flytningen som de fysiske rammer, den gav, betragtes af virksomheden som et vigtigt led i organisationsudviklingen, og omtales derfor i rapporten.
Both the planning of the relocation and the new physical framework, which it gave, are by the company regarded as an important part of the organization development and is therefore mentioned in the report.
Bang & Olufsen A/S er en stor elektronisk virksomhed med ia]t 2.600 medarbejdere. Virksomheden producerer fjernsyn, radioer, pladespillere, båndoptagere, højttalere m.v. af høj teknis): og designmæssig kvalitet. Siden 1969 har virksomheden eksperimenteret med moderne ledelses- og samarbejdsformer, foruden at man har forsøgt at erstatte den traditionelle samlebåndsproduktion med mere menneskevenlige produktionsformer. Rapperten beskriver, hvordan produktionen af pladespillere nu sker ved enkeltmandsmontage, hvor den enkelte operatør foretager såvel montage som justering, kvalitetskontrol og pakning af apparaterne. Udover denne teknologisk betingede jobudvidelse har der kun været gen nemført mindre ændringer i medindflydelse og selvstyre for operatørerne . Page 156
Bang & Olufsen A/S is a large electronic company with 2,600 employees in all. The company produces televisions, radios, recordplayers, taperecorders, amplifiers etc. of high technical quality and of advanced design. Since 1969 the company has experimented with modern forms of management and cooperation apart from the fact that it has tried to replace the traditional assembly line production by more humane production forms. The report describes how the present production of recordplayers is made by one-man assembly, where the operator does the mounting, adjustment, quality control and packing of the products. Apart from this job enlargement, which is conditional on technology, there have only been minor changes in the operators' participation and autonomy. Broen Armatur A/S is a small iron industrial company with about 250 employees. In its section for production of sanitary equipment for laboratories etc. the company has established an extensive autonomy but without destroying the previous strong function specialization, as the operators have not wanted such job enlargement. The report furthermore describes how the manage ment of the company has tried to give the employees economic democracy in the operation of the company (by issuing employee shares which are to enter into a fund managed by the employees). Finally the cooperation committee is mentioned, which has an unusual composition and relatively extensive authorities in re lation to usual cooperation committees. Foss Electric A/S, which produces measuring equipment for quality control of milk and cereals, has 450 employees and is - like Bang & Olufsen A/S - one of the pioneers within the Danish experiments with work organization. As part of the experiments with cooperation within the iron industry an autonomous group was established in the so-called sheet-metal group in the machine shop in 1971. This autonomous group attended to the planning, division and control of own work, purchase of machinery, nev; Page 144
Endelig omtales samarbejdsudvalget, der har en usædvanlig sam­mensætning og relativt vidtgående beføjelser i forhold til sæd­vanlige samarbejdsudvalg.
The company has moreover worked intensively with project organization and other kinds of cross organizational cooperation also mentioned in the report.
Siden slutningen af 60'erne har virksomheden igennem et tæt samarbejde med fagforeningerne søgt at udbygge såvel det direkte som det indirekte demokrati.
Since the end of the 1960's the company has tried to improve the direct as well as the indirect democracy by means of a close cooperation with the trade unions.
Hele organisationen er i dag i princippet opdelt i basisgrupper (familiegrupper), der udgør et forum for drøftelse af de "nære" arbejds­ og samarbejdsspørgsmål.
In principle the whole organization is today divided into basic groups (family groups) forming a forum for the discussion of the "close" questions of work organization.
Et overordnet samarbejdsråd med lige mange fagforenings­ og ledelsesrepræsentanter skal for virksomheden som helhed søge at fastlægge principperne for or­ganisations­ og medarbejderudvikling.
A superior cooperation council with an equal number of trade union representatives and management representatives is - for the company in general - to try to determine the principles of the development of the organization and the employees.
Endelig omtales i rapporten den såkaldte centralafdeling, hvor et antal tværgående koordi nering. grupper, sammensat af ledere og medarbejdere, har ansvaret for per­sonalepolitik, organisation, økonomi, edb m.v. i afdelingen.
Finally the report mentions the so-called exchange section, where a number of transverse coordination groups, composed of managers and employees, assume the responsibility for the staffing policy, organization, economy, EDP etc. in the section.
Indsamling af data
±i4_Çollegtion_of_Data
Ved besøg på de enkelte virksomheder er - foruden generelle baggrundsinformationer om virksomheden-indsamlet konkrete op lysninger om virksomhedens eksperimenter med job- og samarbejdsudvikling.
During visits to the individual companies concrete information about the company's experiments with work organization were collected together with general background information about the company.
Hvad det sidste angår, har man specielt søgt at få dokomenteret årsagerne til disse udviklingsaktiviteter, en eventuel målsætning herfor, hvem der har været nøglepersoner i startfasen, hvordan udviklingsprocessen er forløbet, og hvilke økonomiske og sociale konsekvenser denne udvikling har haft, så vel for den berørte afdeling som for virksomheden og medarbejder grupperne som helhed.
As far as the information about the experiments with work organization is concerned, it has especially been tried to document the reasons for these developmental activities, a possible objective of the work organization, who were the key persons at the initial stage, the progress of the development process as well as the economic and social consequences of this development to the section involved and to the company and the employee groups in general.
I hovedsagen er oplysningerne indhentet ved samtaler med repræsentanter for topledelse, mellemledere, arbejdsledere, til lidsmænd samt uddannelses- og organisationsmedarbejdere.
In principle the information was obtained by means of inter views with representatives of the top management, firstlevel supervisors, supervisors, shop stewards as well as training and organization employees.
Med udgangspunkt i virksomhedsbesøget samt eventuelt foreliggende skriftligt materiale om virksomheden og dens udviklingsaktiviteter er herefter udarbejdet en kladde til den endelige rapport.
With the visit to the company and possibly with the avail able written material in the company and its developmental activities as starting points, a rough draft of the final report was then made.
Kladden har været tilsendt de enkelte virksomheder til. udtalelse og godkendelse, og på baggrund af de indkomne kommentarer fra virksomhederne er de endelige rapporter herefter ud arbejdet.
The rough draft has been sent to the individual company to obtain the company's opinion and approval. On the basis of the comments received "from the companies the final reports were subsequently prepared.
Det skal tilføjes, at virksomliederne som helhed kun har foreslået mindre, specifikke ændringer.
It can be added that on the whole the companies have only suggested minor, specific information changed.
Virksomhedsrapporternes begrænsning er, at de udtrykker et "øjebliksbillede" af," hvordan den job- og samarbejdsudvikling, der i flere tilfælde typisk var sit'højeste for 35 år siden, opleves idag.
The limitation of the company reports is that they give a "snapshot" of the way, in which the work organization, which in several cases typically culminated 35 years ago, is experienced today.
Det er også væsentligt, at hovedparten af udvik lingsaktiviteterne kan føres tilbage til et tidspunkt, der lå forud for konjunkturomslaget i forbindelse med oliekrisen.
It is also an essential feature that the majority of the developmental activities can be traced back to a time which preceded the change of business cycle in connection with the oil crisis.
Af de enkelte.virksomhedsrapporter fremgår, hvordan recessionen har påvirket organisationen, men vi skal i det afsluttende af snit knytte nogle kommentarer til sammenhængen mellem konjunktursituation og job- og sarnarbejdsudvikling.
It appears from the individual company reports, how the recession affected the organization, but in the final section we shall make a few comments on the connection between the business situation and the work organization.
KONKRETE ASPEKTER VED JOB- OG SAMARBEJDSUDVIKLINCEN I DE SEKS VIRKSOMHEDER
2.0 Concrete Aspects of the Work Organization in the Six Companies
Det er karakteristisk, at de seks virksomheder ikke havde nogen klart formuleret målsætning, da de påbegyndte forsøgsarbejdet.
It is a characteristic feature that the six companies had no clearly formulated objective when the experimental work was initiated.
En af virksomhederne (Broen Armatur A/S) ønskede blot at ændre lønsystemet, men processen gled videre, hvad der førte til dan nelse af en selvstyrende gruppe.
One of the companies (Broen Armatur A/S) just wanted to change the wage system, but the process continued which resuited in the establishment of an autonomous group.
Bing & Grøndahl A/S har gene relt ikke haft tillid til langsigtede målsætninger for udvikling af mennesker og jobs, og i stedet satset på "de usystematiske små forandringers metode". De fire øvrige virksomheder har haft antagelser om, at job- og sarnarbejdsudvikling sandsynligvis vil le føre til øget produktivitet og kvalitet, større fleksibilitet i organisationen og en højnelse af medarbejdernes trivsels- og motivationsniveau på grund af den øgede indflydelse. Alligevel havde disse fire virksomheder - forud for forsøgenes start -heller ikke et klart billede af den slutsituation, man sigtede imod. f-
In general Bing & Grøndahl A/S has had no confidence in long-term objectives . of the development of employees and job and has instead aimed at the "Method of disjointed incrementalism". The remaining four companies have assumed that the work organization would probably result in improved productivity and quality, more flexibility in the organization and a raising of the employees' level of well-being and motivation because of the increased participation. Yet - prior to the start of the experiments - these four companies neither had any definite picture of the final situation at which they aimed. There may be several reasons for this lack of objective, and here especially two circumstances will be emphasized: In the first place it is difficult to formulate an objective of a process of development forming such integral part of the other activities of the company.
Det er karakteristisk, at job- og sarnarbejdsudviklingen ikke har været et isoleret fænomen for virksomhederne, men har været integreret i virksomhedens øvrige udviklingsbestræbelser.
It is characteristic of the work organization that it has not been an isolated phenomenon to the companies but has formed an integral part of the other development endeavours of the company.
De seks virksomheder må generelt betegnes som udviklingsorienterede, og de aktiviteter, vi beskriver, er blot enkelte faser og elementer i det samlede udviklingsforløb.
On the whole the six com panies can be described as development-oriented, and the activities which we describe are only individual phases and elements of the whole process of development.
For det andet er det ikke givet, at virksomhederne eller med arbejderne har ønsket en klar målsætning for samarbejds- og jobudviklingen, idet en sådan dels ville afspejle, den usikker hed, der var med hensyn til konsekvenserne, og dels ville blot lægge eventuelle modsætningsforhold mellem ledelsens og med arbejdernes motiver.
In the second place it is not certain that the companies or the employees have wanted a definite objective of the work organization, as such objective would partly reflect the uncertainty as to the consequences and partly lay bare a possible antagonistic relationship between the motives of the management and the employees.
Initiativtagere
- 49 - development.