natgillin/translations-raw huggingface dataset:
Som tidligere nævnt førte rationaliseringsundersøgelserne til en konflikt (strejke), før medarbejderne - som lovet - fik en andel af rationaliseringsgevinsten ved denne rationalisering. I afsnittet om centralafdelingen er det anført, at den organisatoriske strukturændring i hvert fald i overgangsperioden har ført til konflikter og en vis frustration.
As previously mentioned the investigations of rationalization resulted in a conflict (strike) before the employees - as promised - got a share in the gain of this rationalization.
Taget under ét er der dog næppe sket en belastning af det gode samarbejdsprægece miljø, der traditionelt har karakteriseret' organisationen.
- 132 - there has, however, hardly been any strain on the good cooperation environment which has traditionally characterized the organization.
Rentabiliteten af samarbejdsudviklingen er uafklaret, bortset fra at der i centralafdelingen er tegn på, at den nye organisationsform har ført til en betydelig effektivitetsforbedring.
The profitableness of the cooperation development is unclarified apart from the fact that the exchange section shows signs of the new form of organization having resulted in a consider able improvement of efficiency.
Tilfredsheden med arbejdet er øget betydeligt i centralafdelipgen, hvor medarbejderne har oplevet konkrete ændringer i deres job.
The job satisfaction has increased very much in the exchange section, where the employees have experienced concrete changes in their jobs.
I den øvrige del af organisationen har jobændringerne været beskedne, hvorfor en ændret holdning til arbejdets indhold næppe kan forventes.
The job changes have been modest in the other parts of the organization, for which reason any changed attitude to the job content can hardly be expected.
Ansvarsfølelsen over for det konkrete job (kvantitet, kvalitet) har næppe ændret sig, men der kan konstateres en stigende­ loya­litet over for selskabet, hvis aktiviteter medarbejderne igen­nem sarnarbejdsorganerne har fået gradvis større og større ind­flydelse på.
The sense of responsibility for the concrete job (quantity, quality) has hardly changed, but an increasing loyalty to the company is demonstrable, on whose activities the employees have gradually become more and more influence through the cooperation organs.
Medarbejderne i centralafdelingen føler en større grad af sam­hørighed end tidligere, men i forholdet til de øvrige afdeling­er har dette ført til, at centralafdelingen opfattes som en "stat i staten".
The employees in the exchange section have a higher feeling of solidarity than was previously the case, but in their relation ship to the other sections this has resulted in the fact that the exchange section is regarded as a "State within the State".
Hvorvidt samarbejdsudviklingen generelt har lagt grund til.større hjælpsomhed i organisationen, er tvivl­somt, bl.a. fordi personalemøder og basisgrupper typisk har forstærket sammenholdet i de eksisterende arbejdsgrupper.
Therefore the helpfulness has been reduced,· if anything. It is doubtful whether the development of ways of cooperation has generally laid the groundwork for more helpfulness in the organiz ation, among other things because staff meetings and basic groups have typically intensified the solidarity in the existing work groups.
Der har ikke været foretaget undersøgelser af, hvordan trivslen har udviklet sig i det senere år hos Jydsk Telefon.
There have been no investigations of the recent development of well-being in Jydsk Telefon.
Derimod er netop afsluttet en undersøgelse af medarbejdernes holdning til personalemøder og basisgrupper.
However, an investigation of the employees' attitude to staff meetings and basic grouRS has just been finished.
Det fremgår af denne undersøgel­se, at­.medarbejderne generelt mener, at basisgrupper og perso­nalemøder er velegnede steder at fremlægge tanker og idéer, at man som medarbejder har mulighed for at øve indflydelse på be­slutningerne, og at de emner, der tages op på møderne, er af interesse.
From this investigation it appears that the employees in general find that basic groups and staff meetings are appropriate devices for the presentation of thoughts and ideas, that you as employee have the possibility of participatinq in the decisions and that the subjects discussed at the meetings are of interest.
Derimod mener medarbejderne generelt ikke, at per­sonalemøder og basisgrupper har tilstrækkelig indflydelse på an­vendte 'værktøjer, materialer og metoder, tilrettelæggelse af fe­rier, fridage og vagter samt afdækning af uddannelsesbehov.
On the other hand the employees do not generally find that staff meetings and basic groups have sufficient influence on applied tools, materials and methods, planning of holidays, days off and duties as well as covering of the need for training.
Samarbejdsudviklingen bærer præg af, at topledelsen hos Jydsk Telefon har lyst til at eksperimentere med demokratisering samt har været i stand til at etablere et godt samarbejde med de. fag­lige organisationer.
6.0 Conclusion The development of ways of cooperation in Jydsk Telefon is characterized by the top management's inclination to experiment with democratization and its ability to establish a good co operation with the trade union organizations.
Topledelsen og fagforeningerne har et fæl­les ønske om at skabe øget demokratisering samt en menneskeven­lig og ­værdig arbejdsplads.
The top management and the trade union organizations share the wish to create in creased democratization as well as a humane and' decent place of work.
Fagforeninger har haft stor reel indflydelse, og har konkret væ­ret de igangsættende i etableringen af basisgrupper og personale­møder.
The trade unions have had great real influence and have con cretely been the originators of the establishment of basic groups and staff meetings.
-135-kraft heraf konkrete funktioner, 'der traditionelt henhører under virksomhedsledelsen.
In certain respects the trade unions have intruded on the traditional management area and consequently per form concrete functions traditionally belonging under the manage ment of the company.
Så længe virksomheden kører- efter en samarbejdsmodel, er dette meget hensigtsmæssigt, men det indebærer en risiko for, at de faglige organisationer kan lamme væsentlige ledelsesmæssige områder, hvis do trækker sig ud af sarnarbe jdet.
As long as the company is run according to a model of co-operation, this is very expedient, but it involves the risk that the trade union organizations may paralyse essential management areas, if they withdraw from the co-operation.
Perspektiverne i samarbejdsudviklingen hos Jydsk Telefon er me get fremtidsorienterede og progressive, bla., fordi der er skabt en reel medindflydelse på samtlige niveauer i organisationen, spændende fra basisgrupperne til samarbejdsrådet.
The perspectives of the cooperation development in Jydsk Telefon are very future-oriented and progressive, among other things because a real coinfluence has been obtained on all levels in the organization, ranging from the basic groups to the co operation council.
Som et yderligere træk skal anføres, at man bevidst har søgt at undgå en "ensretning" af demokratiseringen.
Another feature of the development is that it has been deliberately tried to avoid a "regimentation" of the democratization.
Der er i vid ud strækning givet enkeltpersoner og grupper lejlighed til af finde en samarbejdsform, der harmonerer med de lokale behov.
To a large extent individual persons and groups have been given an opportunity to find a way of cooperation harmonizing with the local needs.
Den ne "respekt for individualismen" kolliderer dog i stigende om fang med de faglige organisationers ønske om en formalisering af sarnarbejdet, hvorved der kan ske en stadfæstelse af erhvervede rettigheder.
To an increasing extent this "respect for individualism" collides, however, with the wish of the trade union or ganizations for a formalization of the co-operation, by means of which there can be a confirmation of acquired rights.
Udviklingen fra samarbejdsråd over personalemøder til basisgrupper viser en forskydning fra repræsentativt til direkte demokrati.
The development from cooperation council via staff meetings to basic groups shows a change from representative to direct democracy.
Hvor samarbejdsrådet således satser på at give nogle få med arbejdere indflydelse på meget væsentlige overordnede politik ker, giver ordningen med basisgrupper i princippet samtlige med arbejdere mulighed for indflydelse på "det nære", nemlig deres arbejdsgruppes arbejdssituation.
Where the cooperation council aims at giving a few employees influence on very essential superior policies, the basic groups in principle give all the employees the possibility of influencing the "close things", i.e. their own and the work group's work situation.
Hidtil har medarbejderindflydelsen dog haft slagside mod personalemæssige spørgsmål, mens ind flydelsen på langsigtede, poiitikskabende beslutninger er til svarende mindre.
So far the employee influence has, how ever, been lopsided towards personnel questions, whereas the in fluence on long-term, policy-making decisions has been corresponding ly smaller.
Et konkret eksempel herpå ses i den forventede, fremtidige teknologiske udvikling.
A concrete example of this is found in the expected, future
Den skarpe faglige opsplitning af medarbejderne - og dettes kon sekvenser for de forskellige samarbejdsorganer - fører til en forringelse af mulighederne for samarbejdsformer, der går på tværs af organisationen.
The sharp professional split-up of the employees - and the consequences of this to the various cooperation organs - result in reduced possibilities of forms of cooperation cutting across the organization.
Det er tvivlsomt, om det også fremover vil være hensigtsmæssigt at bibeholde en så fag-specifik prægning af samarbejdsstrukturen.
It is a matter of doubt whether it will also be expedient in future to maintain such professional-specific character of the cooperation structure.
Bing & Grøndahl (B & G) grundlagdes i 1853. Fra starten besad virksomlieden i kraft af grundlæggernes baggrund både en kunst­nerisk og en porcelæns­teknisk ekspertise, hvilket har været af afgørende betydning for virksomhedens senere udviklingsforløb. I slutningen af det 19. århundrede lykkedes det B & G at opbygge et internationalt ry, primært inden for kunstporcelæn og samle­artiklcr, men også inden for serviceporcelæn, teknisk porcelæn og stentøj.
4.6 BING & GRØNDAHL A/S 1.0 The Company Bing & Grøndahl ( Β & G) was founded in 1853. By virtue of the founders' background the company had from its start both an artistic and a porcelain­technical expertise of vital import­ance to the later development of the company. At the end of the 19th century Β & G succeeded in making an international reputation for itself, primarily within porcelain ware and collector's articles, but also within service porcelain, technical porcelain and stoneware. Together with the Royal Copenhagen Porcelain Manufactory Β & G dominate the home market for porcelain ware, whereas the market share of service porcelain, collector's articles and technical porcelain is considerably lower. A large part of the production is exported. The shares of the company are on a large number of hands, and the founders' families only hold minor blocks of shares. The top management of the company consists of two managing directors, one of whom is the fifth generation of the founders. Β & G has 1,400 employees in all, of whom 250 are salaried employees (managers, technicians as well as sales and adminis­trative employees) and 1,150 are workers. Among the workers only few are skilled workers, as most jobs have gradually been taken over by specialist workers having been trained to perform a certain part of the production process. The staff of employees are stable and very loyal to the management as well as to the handicraft in which they are trained and by which they make their living. 2.0 The Experimental Field
Katalysatoren for de seneste års udvikling i samarbejds­ og job­udvikling synes at være det generationsskifte i topledelsen, der blev lagt op til i 1969 med udnævnelse af en teknisk og en mer­kantil underdirektør.
3.0 The Background of the Experimental Work The catalyst for the development of work organization over recent years seems to be the change of generation in the top management, which was prepared in 1969 with the appointment of a technical and a commercial assistant director.
Disse to personer, der idag udgør direk­tionen (efter den tidligere administrerende direktørs afgang i 1975) , deltog i årene omkring 1970 i relativt lange, eksterne ledelseskurser.
In the years about 1970 these two persons, who today make up the management (after the former managing director's retirement in 1975), par­ticipated in comparatively long, external management seminars.
Som følge heraf forsøgte de dels at implemente­re noget af den viden, de havde erhvervet om moderne ledelses­former, og dels at stimulere den øvrige ledelsesgruppe i virk­somheden til at frekventere eksterne ledelseskurser.
In consequence of these seminars they tried partly to implement some of the acquired knowledge of modern forms of management and partly to stimulate the remaining management group in the company to attend external seminars on management.
­ stigende engagement og deltagelse i kursusaktiviteter, hvilket i 1972 førte til etablering af en uddannelses­afdeling og udnævnelse af en uddannelsesleder.
- introduction of group work (project organization) as normal method of work when solving cross organizational, technical problems (e.g. major buildings, rationalization, abatement of defects in the production) - extension of the cooperation committee's field of responsibility and improvement of its work method - increasing involvement and' participation in seminar activities which in 1972 resulted in-the establishment of a training section and the nomination of a training head.
Specielt de to sidstnævnte forhold har været af betydning for udviklingen af de samarbejdsformer, der skal beskrives i. det følgende afsnit.
Especially the two last-mentioned circumstances have been of importance to the development of the forms of cooperation which are to be described in the following section.
Ændringsprocessen
4.0 The Change Process
I dette afsnit skal redegøres for den udvikling, der siden 1972 er sket gennem oprettelsen af følgende udvalg:
This section deals with the development which has taken place since 1972 through the establishment of the following committees:
­ ansætteIsesudvaIget, der forestår ekstern rekruttering af arbejdsledere,
- the appointing committee being in charge of the external recruitment of supervisors - the training committee laying down Β & G's training policy and directing the training activities of the company Page 326
­ miljøudvalget, der er ansvarlig for udviklingen af det fysiske og psykiske arbejdsmiljø.
­ the environment committee being responsible for the development of the physical and psychological work environment.
Disse tre udvalg er alle underudvalg under samarbejdsudvalget, der i øvrigt spiller stort set samme rolle som samarbejdsud­valgene i andre danske virksomheder.
These three committees are all subcommittees of the co­operation committee which besides on the whole plays the same part as the co­operation committees in other Danish companies.
Et punkt, hvor B & G imid­lertid afviger fra hovedparten af dansk industri, er den måde, hvorpå man via de nævnte underudvalg har været i stand til at sikre medarbejderne reel indflydelse på en række væsentlige samarbejds­ og personalemæssige forhold. I alt er der nedsat 17 underudvalg, der hver tager sig af et bestemt tema, og som i forhold til samarbejdsudvalget virker mere "afpolitiserede" og synes at være mere beslutningsdygtige i konkrete problem­stillinger .
One point, in which Β & G, however, differs from the majority of Danish industry, is the way in which it has been possible to secure the employees' real influence on a number of essential co­operatiòn and personnel questions by means of the mentioned subcommittees. A total of 17 subcommittees have been set up each attending to a certain subject, and compared with the co­operation committee these subcommittees appear more "unpolitical" and seem to be more able to form a quorum in the case of concrete problems. : a _ ! _ ï i ï ë _ ' O E E 2 _ D _
Ansættelsesudvalget, der nedsattes som et underudvalg under samarbejdsudvalget i 197 2, har ansvaret for ­ og forestår i praksis ­ den eksterne rekruttering af arbejdsledere til pro­duktionen.
The appointing committee, which in 1972 was set up as a subcommittee of the co­operation committee, is responsible for ­and in practice at the head of ­ the external recruitment of supervisors for the production.
Udvalget består af en driftsingeniør, 3 arbejdsle­dere ö*j 3 arbejdere.
The committee consists of a works engineer, three supervisors and three workers.
På denne måde har såvel den kommende ar­bejdsleders overordnede, underordnede som sideordnede indfly­delse på ansættelsen.
In this way the future supervisor's superiors, subordinates as well as co­ordinates have influence on the appointment.
I praksis fungerer udvalgets arbejde på den måde, at samtlige udvalgsmedlemmer gennemlæser samtlige indkomne ansøgninger til en given stilling.
In practice the work of the committee is to let all members of the committee peruse all the received applications for a vacancy.
Udvalget beslutter herefter, hvilke ansøge­re man ønsker at indkalde til interview.
Then the committee decides which applicants are to be summoned to an interview.
Ansøgerne interviewes enkeltvis af det samlede ansættelsesudvalg, der herefter liar den fulde bemyndigelse til at vælge blandt de indkaldte ansøge­
The applicants are interviewed sep­arately by the total appointing committee, which now is vested with full and complete authority to choose from among the summoned applicants and to make the appointment itself.
Udvalget har dog ikke kompe­tence til at fastsætte den nye medarbejders løn.
However, the committee is not competent to fix the new employee's salary.
Udvalget har gennemgået uddannelse i rekrutteringsspørgsmål, in­terviewteknik, psykologi m.v., hvilket kan ν sir e en medvirkende­grund til, at de rekrutteringer, som udvalget har foretaget, gen­
The committee has received training in questions of recruit­ment, technique of interviewing, psychology etc., which may be a contributory reason why the recruitments made by the committee are considered successful.
Naturligvis kan det ikke udelukkes, at en del af ansættelsesudvalgets succes udtrykker en "selvopfyldende profeti" i den for stand, at der gøres ekstraordinært meget for at sikre, at de nye medarbejdere, som ansættelsesudvalget har ansat, både bliver produktive og trives i organisationen.
Of course it cannot be excluded that part of the success of the appointing committee expresses a "self­filling prophecy" in the sense that extraordinarily much is done to secure that the new employees appointed by the appointing committee both become productive and feel at ease in the organization.
Som nævnt har der imidlertid været eksempler på "fejlrekrutteringer", og ansættelsesudvalget har selv været uhyre interesseret i en løbende evaluering af sin egen effektivitet som beslutningstager i ansættelsesspørgsmål.
As already mentioned there have, however, been examples of "wrong recruit­ments", and the appointing committee has itself been extremely interested in a current evaluation of its own efficiency as decision­maker in questions of recruitment.
Det må derfor formodes, at udvalgets relative succes kan tilskrives dets niveaumæssige sammensætning, uddannelse i rekrutteringsspørgsmål samt motivation over for rekrutteringsopgaven .
It must therefore be supposed that the relative success of the committee can be ascribed to its level composition, training in questions of recruitment and motivation towards the recruitment task.
y^a^ne^s^sudvalget
a___ïhe_Training_Çommittee
Af stor betydning for medarbejderuddannelsen hos B & G er uddannelsesudvalget, der oprettedes i 1972 på initiativ af tillidsmandsgruppen i samarbejdsudvalget.
Of great importance to the training of employees in Β & G is the training committee set up in 1972 on the initiative of the group of shop stewards in the co­operation committee. Among other things on the basis of the experience from internal group dynamic seminars the shop stewards had realized that the intro­duction of new forms of co­operation and management required an intensive training of all groups of employees, and to get influ­ence on these activities the establishment'of the training committee was suggested. The training committee, which as already mentioned is a sub­committee of the co­operation committee, consists of four repre­sentatives of workers and salaried employees as well as a manage­ment representative (the technical manager).
Uddannelsesudvalget, der som nævnt er et underudvalg under samarbejdsudvalget, består af 4 repræsentanter for arbejdere og funktionærer samt en ledelsesrepræsentant, (den tekniske direktør) .
­ elaboration of training policy ­ covering of the organization's need for training ­ determination of the mutual priority of the needs for training as well as the costs of fulfilling these needs ­ elaboration of training budget
Uddannelsesudvalget varetager følgende opgaver:
­ elaboration of proposals for new training activities, inter alia formation of new internal seminars
­ fastlæggelse af den indbyrdes prioritering af uddannel­sesbehovene samt omkostningerne ved opfyldelse heraf,
The training head, who is secretary of the training committee, has the task of carrying through a training programme being in accordance with the lines of the training committee.
­ udarbejdelse af uddannelsesbudget,
He is in charge of the concrete planning and the implementation of the in dividual seminar activities and administers the internal and ex ternal training.
­ udarbejdelse af forslag til nye uddannelsesaktiviteter, bl.a. opbygning af nye interne kurser,
From figure 1 it appears that since the end of the 1960's there has been a considerable change in the relative importance of the individual types of training.
­ løbende opfølgning på kursusaktiviteterne, dels via kur­susvurderinger, og dels med hensyn til uddannelsens ef­fekt og implementering i jobsituationen.
While about 1970 great importance was attached to cooperation training, the vocational train ing of the specialist workers now constitutes by far the greatest part of the total training activities.
Uddannelseslederen, der er sekretær for uddannelsesudvalget, har til opgave at gennemføre et uddannelsesprogram, der er i overensstemmelse med uddannelsesudvalgets retningslinier.
This change is mainly due to the fact that within the organization (primarily in the train ing committee) there is an increasing wish for high priority of the training of employees with modest fundamental training, among other things in order to intensify these employees' qualifications and interest in further training.
Han står for den konkrete planlægning og gennemførelse af de enkel­te kursusaktiviteter og leder administrationen af den interne og eksterne uddannelse.
However, it is also of importance that the cooperation training at the beginning of the 1970's comprised the part of the organization, which is interested in this training (app.
ΕΠ59 · sarnarbejdskurser ^7^.^ almene~*kurser f ) specialarbejderkurser
35 per cent), and the need for job or grouporiented training as well as capacity for additional general seminars are now waited for.
Mens der således omkring 1970 lagdes stor vægt på sarnarbejdsuddannelse, udgør den faglige uddannelse af specialarbejderne nu langt den største del af de samlede uddannelses aktiviteter.
The table below indicates how many of the total working hours are used by the various categories of employees for receiving or giving training at internal seminars.
Af tabellen nedenfor fremgår, hvor stor en del af den samlede arbejdstid de forskellige medarbejderkategorier bruger på at modtage eller give undervisning på interne kurser.
Training participation distributed on categories of personnel (average number of yearly days per employee)
Afdelingschefer
Section heads