natgillin/translations-raw huggingface dataset:
Disse nøglepersoner, der oftest har kun net findes blandt topledere, mellemledere og i enkelte tilfælde blandt tillidsmænd, har formået at skabe den fornødne entusiasme blandt medarbejderne til, at udviklingsprocessen har kunnet komme i gang.
These key persons, who most frequently were found among top managers, firstlevel supervisors and in a few cases among shop stewards, have been capable of creating among the employees the necessary enthusiasm for the start of the process of development.
Det er et paradoks, at bestræbelser på at skabe større indflydelse, ansvar og udfordring for de menige medar bejdere har skullet gennemføres på en så centraliseret og sty ret måde.
It is a paradox that the endeavours to give the common employees more influence, responsibility and challenge have had to be made in such centralized and guided way.
Når initiativet til job- og samarbejdsudviklingen stammer fra så relativt få mennesker i den enkelte virksomhed, er det vigtigt, at udviklingsprocessen ikke forløber hurtigere, end at den øvrige del af organisationen har mulighed for og lyst til at følge med. Dette synes at være opnået i de fleste virksomheder, idet udviklingsprocessen ikke har været opfattet som forceret.
When the initiative for the work organization derives from so comparatively few persons in the individual company, it is important that the process of development does not proceed more rapidly than the remaining part of the organization is able to keep up with this development and also wants to. This seems to have been obtained in most companies, as the process of develop ment has not been regarded as forced.
Alligevel er det i dag et stort problem for alle seks virksomheder, hvordan man skal mindske kløften mellem de progressive og de bevarende kræfter i organisationen.
Nevertheless the great problem to all six companies today is how to diminish the gulf between the progressive and the preservative forces within the organization. In section 3.0 we shall revert to this point.
Vi skal vende til bage til dette punkt i afsnit 3.
3_The_Role_of_the_Co-operation_Committee
Samarbejdsudvalgene i virksomhederne har typisk været aktivt involveret i såvel beslutningen om igangsætningen af job- og samarbejdsforsøg som i den efterfølgende styring heraf.
The cooperation committees in the companies have typically been actively involved in the decision about the start of the experiments with work organization as well as in the subsequent progress of these experiments.
Dette kan skyldes, at samarbejdsudvalget netop er sammensat af de grupperinger i virksomheden, der i forbindelse med forsøgene har været mest entusiastiske, (top- og mellemledere samt til lidsmænd) .
This may be due to the fact that the cooperation committees are made up of just the groupings within the company which in connection with the experiments have been most enthusiastic (top managers and firstlevel supervisors as well as shop stewards).
I visse tilfælde har der iøvrigt været nedsat under udvalg under samarbejdsudvalget med den hovedopgave at styre job- og samarbejdsudviklingen samt orientere de forskellige interessegrupper om forløbet.
In certain cases subcommittees of the cooperation committee have moreover been established with the main purpose of controlling the work organization and inform ing the various groups of interest about the progress.
Det skal tilføjes, at den i sek tion A, afsnit 3, ovenfor beskrevne samarbejdsaftale mellem DA og LO foreskriver, at udvikling af samarbejdsformerne er et explicit formål for samarbejdsudvalgenes arbejde.
It can be added that the agreement on cooperation between DA and LO mentioned in section A, paragraph 3, provides that development of the forms of cooperation is an explicit purpose of the work of the cooperation committees.
Selve udvik1ingsproc es s en
4 _TJ}e_Pr^cess_of_ Development
Ser man på udviklingsforløbet i de seks virksomheder igennem do senere år, er det muligt at afgrænse nogle faktorer, der har henholdsvis fremmet og hæmmet"job- cg samarbejdsudviklingen.
If you look at the progress of the work organization in the six companies during recent years, some factors can be delimited which have promoted/hindered the work organization.
Følgende faktorer har bidraget positivt til udviklingsprocessen: sen:
The following factors have contributed positively to the process of development:
- skærpet opmærksomhed vedr. arbejdsmiljø- og sikkerheds problemer, der bedst har kunnet løses ved et samarbejde mellem ledelse og medarbejdere
- increasing interest among a number of management and employee representatives in group and departmental wage systems replacing the individually based wages - stable work and employment conditions in the years previous to the oil crisis - rising level of education among the employees - more attention to problems about work environment and security which could best be solved by a cooperation between management and employees
- en teknologisk udvikling, der i visse tilfælde har skabt forudsætninger for jobs med øget indre kvalitet, men som i andre tilfælde har forringet jobkvaliteten og derved nærmest har fremprovokeret kompenserede former for ind flydelse, ansvar og påvirkningsmulighed for den enkelte medarbejder.
- increasing admission of the fact that democratization could be a means to obtain more efficiency - a technological development having in certain cases opened possibilities of jobs of increased internal quality but having in other cases reduced the job quality and thus rather provoked compensated forms of participation, responsibility and possibility of influence for the individual employee.
Selvom disse to situationer er kvalitativt særdeles forskellige, har de dog begge kunnet stimulere en job- og samarbejdsudviklingsproces
Though these two situations are qualitatively highly different, they have, however, both been able to stimulate a process of work organization
- en stigende indgriben via lovgivning og kollektive af taler m.h.t. arbejdsmiljø, medindflydelse o.lign.
- an increased intervention through legislation and collective agreements on work environment, participation etc.
Omvendt viser udviklingsforløbet i de seks virksomheder, at følgende faktorer typisk har hæmme t processen
Conversely, the progress of the work organization in the six companies shows that the following factors have typically hindered the process:
I følge sagens natur har disse hæmmende faktorer ikke været af så alvorlig karakter, at de har formået at standse udviklingsprocessen i de virksomheder, vi betragter i denne undersøgelse.
In the nature of the case these restricting factors have not been of such serious character as to stop the process of develop ment in the companies investigated in this report.
Dette må dog ses på baggrund af, at de seks virksomheder gen nemgående er udviklingsprægede og eksperimenterende, og har haft lettere ved at acceptere de problemer, der er opstået under processen med job- og samarbejdsudvikling.
This must, however, be seen on the background that generally the six com panies are development-oriented and experimenting and more easily have accepted the problems which have arisen during the process of work organization.
Den jobudvidelse, der er foregået i flere af virksomhederne, har pa væsentlige punkter ændret operatørernes fysiske arbejdsforhold og dermed også den psykologiske side. af arbejdssituation en .
The job enlargement, which has taken place in more of the com panies, has in important respects changed the operators' physical working conditions and thus also the psychological aspect of the work situation.
Jobudvidelsen er i produktionsvirksomhederne sket ved, at man er overgået fra traditionel samlebåndsproduktion til en produk tionsform, hvor operatøren er ansvarlig for en større del af den samlede produktionsproces.
In the manufacturing companies the job enlargement was brought about by the transition from traditional assembly line production to a production form, where the operator is responsible for the larger part of the total production process.
Cyklustiden er blevet forøget væsentligt, operatørerne har fået større indflydelse på - og er blevet gjort mere ansvarlige for - produkternes kvalitet, og den teknologisk betonede afhængighed mellem operatørerne ind byrdes er blevet reduceret.
The cycle time has been considerably increased, the operators have obtained more in fluence on - and have been made more responsible for - the quality of the products, and the technological interdependence of the operators has been reduced.
Operatørerne er mindre fysisk bundet til deres arbejdsplads, bl.a. fordi de i højere grad selv skal forsyne sig med materialer, værktøj o.lign.
The operators are less physically limited to their work area, among other things because they are to provide themselves with materials, tools etc. to a higher de gree.
De administrative virksomheder kan fremvise tilsvarende eksempler på jobudvidelse, hvor det har været muligt at tilføre det enkelte job større variation, indhold og beføjelser.
The administrative companies can show similar examples of job enlargement, where it has been possible to give the individual job more variation, content and authorities.
Ligesom for produktionsvirksomhedernes vedkommende er det her fundamentalt set teknologiske forhold (EDB), der har betinget eller fremmet denne udvikling.
As is also the case with the manufacturing companies, it is here fundamentally seen technological circumstances(EDP) which have conditioned or furthered this development.
I kraft af den fysiske omlægning af jobbene er der ligeledes
In most cases the companies have been able to note a decline in the personnel turnover, absenteeism, number of wronglY pro-
-po sket en psykologisk ændring af jobsituationen.
- 52 - duced units and waste of materials.
De negative konsekvenser har typisk været for øgede oplæringsomkostninger pr. nyansat, forøgede investeringer i maskiner og værktøj samt menneskelige omkostninger ved, at en (mindre) del af operatørerne ikke har kunnet omstilles til den nye produktionsform.
The typical, negative con sequences have been increased training costs per newly appointed employee, increased investments in machinery and tools as well as the human costs of the fact that it has not been possible to adapt (a smaller) part of the operators to the new production form.
Disse operatører har det været muligt at overføre til andre dele af virksomheden, der har bibeholdt den tidligere produktionsform.
These operators have been transferred to other parts of the company which have maintained the previous production form.
Umiddelbart har problemet derfor ikke været så stort, men konsekvenserne vil naturligvis blive be tydelig mere dramatiske, hvis det ikke længere er muligt inden for virksomheden at finde alternative arbejdspladser med den hidtidige produktionsform.
The immediate problem has therefore not been so great, but it goes without saying that the consequences will be considerably more dramatic, if alternative work stations with the previous production form can no longer be found within the company.
Parallelt med jobudvidelsen er der som regel sket en omlæg ning af lønsystemet fra individuel akkord til gruppeakkord eller fast timeløn.
Parallel to the job enlargement there has as a rule been a reorganization of the wage system from individual to piecerate systems in group or fixed time wages.
Lønnen har også spillet ind på den måde, at jobudvidelsen ofte har givet anledning til en produktivitets stigning, som operatørerne imidlertid ikke altid har fået del i.
The question of wages has also made itself felt in the sense that the job enlargement has often been the occasion of a rise in productivity, in which the operators, however, have not always got a share.
Dette er med til at forklare de lønmæssige konflikter og strejker, der præger flertallet af virksomhederne.
This fact contributes to an explanation of the wage disputes and strikes characterizing the majority of the companies.
Jobudviklingen er typisk foregået i velafgrænsede organisatoriske enheder. Dette har gjort, at de fysiske og psykologiske konsekvenser af jobudvidelsen har været meget synlige for de øvrige produktionsafdelinger.
The job development has typically taken place in well-defined, organizational units.
Ofte er der dannet en kløft mellem forsøgsområdet, der af de øvrige afdelinger omfattes med en vis misundelse, og disse afdelinger, der af forsøgsområdet Opfattes som traditionelle og statiske. Denne holdningsmæssige
This chasm in attitude has been widened by the fact that the operators in the experimental field have seldom wanted to be transferred to jobs in the other sections, which fact these sections have often regarded as a depreciation of themselves.
En væsentlig del af den job- og sarnarbejdsudvikling, der har fundet sted i de seks virksomheder, har ført til jobberigelse og øget motivation hos medarbejderne.
A considerable part of the experiments with work organization, which have taken place in the six companies, have resulted in job enrichment and increased motivation among the employees.
Fire virksomheder har etableret selvstyrende grupper, hvor de enkelte medarbejdere ikke alene har fået større indflydelse på deres egen arbejdssituation, men også på samarbejds- og ledelsesforhold for hele gruppen.
Four companies have set up autonomous groups in which the individual employees have got more influence not only on their own work situation but also on the cooperation and management questions for the whole group.
Andre udviklingsaktiviteter (f.eks. projekter) har medvirket til at inddrage medarbejderne i tværorganisatoriske problemløsninger, typisk i forbindelse med produktudvikling eller koordinering af produktionsplanlægning og - kontrol med selve produktionen.
Other developmental activities (e.g. projects) have contributed to involve the employees in cross organizational problem solutions, typically in connection with product develop ment or coordination of production planning and control of the production itself.
Reaktionen på det udvidede selvstyre har hængt snævert sammen med den enkelte medarbejders uddannelse og kvalifikationsniveau.
The response to the extended autonomy has been closely con nected with the employee's education and his level of qualifications.
Det er således typisk de veluddannede, fleksible medarbejdere, der har opfattet jobberigelsen som et middel til personlig dygtiggørelse og udvikling.
Thus it is typically the well-educated, flexible employees who have conceived the job enrichment as a means to personal training and development.
Omvendt har medarbejdere med svagere faglige forudsætninger eller en instrumentel holdning til arbejdssituationen ofte været uinteresseret i eller direkte negative overfor jobberigelsen.
Conversely the employees with not so good professional qualifications or an instrumental attitude to the work situation have often been uninterested in or taken up a direct negative attitude to the job enrichment.
Vurderingen af, om jobberigelsen kan betegnes som en succes, afhænger derfor af størrelsesforholdet mellem disse to grupper".
The evaluation of a possible success of the job enrichment is therefore dependent on the dimensions between these two groups.
Som oftest har den første gruppe været den største, hvad der dels har medvirket til at fremme udviklingsprocessen, og dels har "overdøvet" kritikken fra de mindre ændringsorienterede med arbejdere.
Most frequently the firstmentioned group has been the largest one, which has partly assisted in furthering the process of development and partly "drowned" the criticism from the less change-oriented employees.
Det er et gennemgående træk, at arbejdslederne i de seks virksomheder har fået et nyt og vanskeligere job.
A common feature is that the supervisors in the six companies have got a new and more difficult job.
En relativ stor del af de t'idligere arbejdsledere har ikke formået at omstille sig
A comparatively great part of the previous supervisors have not been able to adjust themselves to their new role, but as a rule it has been possible to find alternative jobs for these persons within the company.
Som nævnt i det forrige afsnit har der ikke været nogen reduk­tion i antallet af arbejdskonflikter, bl.a. strejker.
As mentioned in the previous chapter there has been no reduction of the number of labour conflicts, inter alia strikes.
Flertal­let af"de åbne konflikter har dog drejet sig om konkrete løn­spørgsmål, snarere end mere generelle interessemodsætninger mel­lem ledelse og medarbejdere.
The majority of the open conflicts has been about concrete wage questions rather than more general conflicts of interest between management and employees.
Det er påfaldende, at den øgede grad af selvstyre og medindflydelse har ført til en højnelse af det gennemsnitlige bevidsthedsniveau hos medarbejderne, hvad der har fået dem til at stå mere fast på deres lønmæssige krav.
It is remarkable that the increased degree of autonomy and participation has resulted in a raising of the average level of consciousness among the employees, which has made them stick more to their wage claims.
Parallelt med at der igennem samarbejdsforsøgene er sket en ud­videlse af medarbejdernes direkte deltagelse, er der sket en tilsvarende udbygning af mulighederne for repræsentativ eller indirekte deltagelse i virksomhedens beslutninger.
Parallel to the extension of the employees' direct participa tion through the experiments with cooperation there has been a similar extension of the possibilities of representative or indirect participation in the decisions of the company. The cooperation committees play a central part in this connection.
Samarbejdsudvalgene spiller en central rolle i den forbindelse Tre af .de seks virksomheder må siges at have velfungerende, ak­tive centrale samarbejdsudvalg.
Three of the six companies can be said to have wellfunctioning, active, central cooperation committees.
Det er imidlertid bemærkelses­værdigt, at ingen af disse tre's samarbejdsudvalg følger reg­lerne fra samarbejdsaftalen af 1970, men enten fungerer helt uden regler eller har opbygget egne regler.
It is, however, remarkable that none of these three cooperation committees follow the rules of the agreement on cooperation from 1970, but either function completely without rules or have laid down own rules.
En af de tre øvrige virksomheder ophævede for et par år siden sit samarbejdsudvalg, hvilket også er bemærkelsesværdigt, eftersom det var via en be­slutnirfg i samarbejdsudvalget, at forsøgene med udvidet selv­styre overhovedet kom i gang. I de to sidste virksomheder har
One of the three remaining companies abolished its co operation committee a few years ago, which is also remarkable as it was by way of a decision in the cooperation committee that the experiments with extended autonomy were started at all.
samarbejdsudvalgene en vis, men begrænset indflydelse på virksomhedens beslutninger.
In the last two companies the cooperation committees have a certain, but limited influence on the decisions of the company.
I den ene virksomhed er der dog oprettet underudvalg med særdeles vidtgående beføjelser, hvorved samarbejdsudvalget nærmet er blevet et koordinerende og administrativt organ i forhold til disse underudvalg, hvori hovedparten af de reelle beslutninger træffes.
One com pany has, however, set up subcommittees with extremely farreaching authorities, by means of which the cooperation committee rather has become a co-ordinating and administrative organ in relation to these subcommittees, where the majority of the real decisions is made.
Da der i rapportens generelle del (sektion A) er redegjort for den funktion, som samarbejdsudvalget i henhold til samarbejdsaftalen har fået tillagt, skal dette ikke gentages her.
As the general section (section A) of this report has dealt with the function which has been conferred on the cooperation committee according to the agreement on co-operation, it shall not be repeated in this section.
Erfaring erne fra de seks virksomheder viser imidlertid, at betydningen af samarbejdsudvalget hænger snævert sammen med topledelsens personlige indstilling og optræden i udvalget.
The experience from the six com panies shows, however, that the importance of the cooperation committee is closely connected with the top management's personal attitude and conduct in the cooperation committee.
Jo mere demokratisk, visionær og progressiv topledelsen er, jo mere vil denne typisk begrænse sin egen magt for at øge medarbejdernes mulig heder for at øve reel indflydelse.
- 55 more will it typically limit its own power in order to improve the employees' possibilities of exerting real influence.
I denne situation vil det dog ofte alligevel være vanskeligt for medarbejderne at udøve en så dan reel medindflydelse, simpelthen fordi topledelsen i mange tilfælde har synspunkter, der overlapper med medarbejderrepræsentanternes.
Yet, in this situation it will often be difficult for the employees to exert such real co-influence, simply because in several cases the top management has viewpoints overlapping the employee representatives' viewpoints.
Lidt forenklet kan det derfor siges, at erfaring erne fra de seks virksomheder tyder på, at det er meget vanskeligt for medarbejderne at udøve reel medindflydelse på de strategiske virksomhedsbeslutninger igennem samarbejdsudvalget, og at delite enten skyldes, at samarbejdet er meget uudviklet og ufuldstændigt, eller at det er meget godt!
Slightly simplified it can therefore be said that the experience from the six companies indicates that it is very difficult for the employees to exert real coinfluence on the strategical company decisions through the cooperation committee, and that this fact is either due to a very undeveloped and incomplete cooperation or to a very good co-operation'.
Betydelig mere indflydelse opnås tilsyneladende igennem andre former for repræsentative organer.
Much more influence is apparently obtained through other forms of representative organs.
I en af virksomhederne er såvel ansvaret for ansættelse af arbejdsledere som den ikkefaglige uddannelse og hele miljøproblematikken lagt ud til tre underudvalg, hvoraf de to sidste har rådighed over relativ store økonomiske midler.
In one of the companies the responsibility for the appointment of supervisors as well as the non-professional training and the whole complex of environ ment problems have been placed under three subcommittees, of which the last two dispose of relatively large financial means.
Også andre virksomheder fremviser eksempler på, at man ved hjælp af samarbejdsorganer med mere begrænset kommissorier kan opnå en reel indflydelse på mere konkrete ledelsesmæssige beslutninger.
Also in other companies there are examples of the fact that a real influence can be obtained on more concrete management de cisions by means of cooperation organs with more limited mandates
Af delingen beskæftiger ca. 200 medarbejdere, og man kan gisne om, at man netop skal ned på dette medarbejderantal for at sikre denne vidtgående form for reel og engagerende medindflydelse via det repræsentative system.
The section has about 200 employees, and you.can guess that the number of employees is to be reduced to exactly this figure in order to secure this extensive form of real and involving coinfluence via the representative system.
I nogle- af virksomhederne ses klare eksempler på,hvordan det di rekte og indirekte demokrati kan påvirke hinanden.
In some of the companies there are obvious examples of the way in which the direct and indirect democracy may affect each other.
Hvis medar bejderne i f.eks. en selvstyrende gruppe fornemmer, at de har reel indflydelse på gruppens ledelse, vil de ønske denne ind flydelse genskabt på virksomhedsniveau.
If the employees in e.g. an autonomous group feel that they have real influence on the management of the group, they will want this influence recreated on the company level.
Omvendt har f.eks. i telefonselskabet det relativt velfungerende overordnede samarbejdsorgan været katalysator for etableringen af de mere end 200 basisgrupper, som organisationen består af.
Con versely, the relatively well-functioning superior cooperation organ in the telephone company has been catalyst for the establishment of the more than 200 basic groups of which the organiz ation consists.