natgillin/translations-raw huggingface dataset:
Omicron blev opfattet som et system og mentes at overleve på grund af folke­nes kollektive tro på, at det var nødvendigt at optræde på denne måde, så de kunne overleve organisationsmæssigt og personligt.
Omicron was conceptualised as a system and was seen as surviving because of the collective belief on the part of the people that it was necessary to behave in this way so that they could achieve organizational and personal survival.
68 regulerede adfæren af folk i Omicron-organisationen.
Hence the intervention strategy was designed to discover what implicit "rules" were guiding the behaviour of the people in the Omicron organization.
De to forskeres (AS og OK) hovedslutninger var: "Fordi reglerne var i sindene på folk, der arbejdede hos Omicron, var det kun med deres hjælp, at de kunne blive opdaget, og kun med deres samarbejde, at de nogen sinde kunne blive ændret,"
In particular the two researchers (AS and OK) concluded: 'Because the rules were in the minds of people who worked at Omicron, it was only with their help that they could be discovered and only with their cooperation that they could ever be altered'.
Den anden slutning var, at intervention hos Omicron måtte implicere hele organisationen.
The second conclusion was that the intervention at Omicron had to involve the whole organization.
Omicron's øverste chef dannede en Rådgivende Medarbejdergruppe, RM, der var sammensat af valgte og udnævnte repræsentanter fra hele organi­sationen.
The general manager of Omicron formed an Employee Consultative Group 'ECG' which was composed of elected and appointed representatives from throughout the organization.
Man regnede med, at RM skulle spille mere end en rådgivende rolle og bære i det mindste noget af ansvaret, der konventionelt anses for "ledelsens" forret.
This ECG was envisaged as taking on more than a consultative role and assuming at least some of the responsibility which is conventionally regarded as the prerogative of "management".
Det bør bemærkes, at dette ikke var en omhyggeligt kontrolleret anordning til at tilvejebringe et symbol på arbejdermedvirk­ning, men et ubegrænset eksperiment, der kunne medføre radikale resultater.
It should be noted that this was not a carefully controlled device for providing token worker participation but an open-ended experiment which could have radical outcomes.
Den anden beslutning, der blev truffet på dette tidspunkt, var, at Menneske­programmet skulle udarbejdes på en sådan måde, at så mange medarbejdere som muligt skulle bibringes en uddannelsesoplevelse, der kunne fremme ideen om ledelse af ens egen person og rolle.
The other decision made at this time was that the People Programme should be designed in such a way that as many employees as possible should be provided with an educational experience that might further the idea of management of self and role.
Denne uddannelseserfaring var udledt af de åbne systemers metode til uddannelse i gruppeforhold, der fortsat er under udvikling på Tavistock Institute of Human Relations.
This educational experience was derived from the open systems approach to group relations training which continues to be developed at the Tavistock Institute of Human Relations.
Denne Tavistock åbne systemers metode til studiet af gruppe- og organisationsfænomener er baseret på den antagelse, at mænd og kvinder kan samarbejde mere effektivt og bedre skabe organisationsmæssige former efter eget ønske, hvis de forstår ubevidst adfærd i fællesskaber samt de mere indlysende elementer.
This Tavistock open systems approach to the study of group and organizational phenomena is posited on the assumption that men and women can work more effectively together and better create organizational forms of their choice if they understand unconscious behaviour in collectivities as well as the more obvious elements.
Det er derfor en central anskuelse, at enkeltpersoner i grupper skulle være parat til at påtage sig ansvar og myndighed for deres handlinger, og at dette kræver kendskab til skjulte processer i grupper af forskellige størrelser.
A central belief, therefore, is that individuals in groups should be prepared to accept responsibility and authority for their actions and that this demands a knowledge of covert processes in groups of various sizes.
En beslægtet værdi er, at hver person, der indtager en rolle i sin gruppe, organisationsmæssige samfund, skulle have muligheden for at udøve selvforvaltning i forskellige roller, dvs. bringe i sammenhæng som et system med grænseledelse over for andre systemer.
A related value is that each individual who takes up a role in his group, organizational society, should have the opportunity to manage himself or herself in their various roles, i.e., relating as a system with boundary management to other systems.
I de forløbne 20 år har programmet for uddannelse i gruppeforhold (Group Relations Training Programme) på Tavistock Institute arrangeret arbejdskonferencer til undersøgelse af slægtskabet mellem personen, gruppen og organisationen. I det væsentlige er metodikken, der tilbydes gennem disse
For the past 20 years the Group Relations Training Programme of the Tavistock Institute has mounted working conferences to explore the relatedness of the individual to the group and the organization.
69 konferencer til den enkelte deltager, muligheden for at bruge hans eller hendes subjektive bedømmelser i forhold til andre. Faktisk er et postulat i denne Tavistock-metode, at den udbredte opfattelse, at subjektiv bedømmelse burde være sparsom, fordi den forvrænger videnskabelig objektivitet, burde vendes om på hovedet, og at objektivitet bør forståes som værende afklaringen af ens egen subjektivitet (Lawrence og Miller, 1976).
Essentially, the methodology that is offered through these conferences to the individual participant is the possibility of using his, or her, subjective judgements in relation to others.
Denne metodik anses for at være den eneste effektive til afprøvning af de kulturelle antagelser og myter, som grupper og organisationer trives på.
This methodology is seen to be the only effective one for testing the cultural assumptions and myths on which groups and organizations operate.
På arbejdskonferencer er der nogle begivenheder, såsom lille gruppe, store gruppe, gruppevekselvirkning, institutionel begivenhed samt overbliks- og anvendelsesgruppe. Disse er beskrevet i Rice (1965) og så sent som i Lawrence (1978).
In the working conferences there are a number of events such as Small Group, Large Group, Inter-Group Event, Institutional Event, as well as the Review and Application Group.
Den interne konsulent hos Omicron havde deltaget i disse konferencer og var ivrig efter at bruge metodikken inden for Omicron.
The internal consultant to Omicron had taken part in these conferences and was keen to use the methodology within Omicron.
Han gav klart udtryk for sine grunde i et internt dokument: "Vor tænkemåde på dette stadium var, at et hvilket som helst system, der har mere end et lille antal mennesker, har tre klart fremhævede grænser, hvor vekselvirkning finder sted, og arbejde bliver gjort: Mellem personer, mellem grupper og mellem systemer (dvs. over den ydre grænse og til verden udenfor).
'Our thinking at this stage was that any system which had more than a small number of people, has three quite distinct boundaries at which interaction takes place and work gets done: between individuals; between groups; and between systems (i.e., across the external boundary and to the outside world). The People Programme was designed
Menneskeprogrammet var beregnet til at give medlemmer en mulighed for at undersøge disse grænser med henblik på at lære om sig selv i forhold til andre mennesker, at lære om gruppers tilgrundliggende dynamikker og endeligt at se på den måde organisationen som et hele stod i sammenhæng med verden udenfor; og i almindelighed at være i stand til at se forskel på form og indhold, så selskabets ansatte ville være i stand til at træde tilbage fra situationen og se på processer, der var i funktion, i modsætning til blot at spille arbejdsrollen.
96 to provide members with an opportunity to examine these boundaries, in order to learn about themselves in relation to other people, in order to learn about the underlying dynamics of groups, and finally in order to look at the way the organization as a whole related to the outside world; and overall, to be able to distinguish form from content so that employees of the company would be able to stand back from the situation and look at processes which were operating as distinct from merely acting out the work role.
Vi håbede, at en jegbevidsthed eller selvforståelse ville udvikle sig, til at begynde med på det personlige plan og senere hen på det afdelings- og organisationsmæssige plan, så splittelsesprocessen kunne blive erstattet med mere meningsfyldte samkvem mellem de forskel­lige dele, der igen ville føre til forbedret effektivitet for systemet som et hele".
In this way we hope that a self-conscious or selfawareness would develop, initially on the individual level and later on the departmental and organizational level, so that the process of fragmentation could be replaced by more meaningful interconnections between the different parts, and this in turn would lead to improved effectiveness of the system as a whole'.
Med henblik på et studie af disse grænser blev det besluttet af give erfarirtg i den lille gruppe, den store gruppe og gruppevekselvirkning.
To study each of these boundaries the decision was made to provide Small Group, Large Group, and Inter-Group experiences.
Fordi der var 800 mennesker i Omicron, var de til rådighed stående konsulentressourcer en
Because there were 800 people in Omicron a major constraint was the consultancy resources available.
70 væsentlig hæmning. Det blev derfor besluttet at begrænse deltagelse i begyndelsen til en gruppe, der stor set svarede til definitionen "ledelse" på hovedvirksomheden (120 mennesker). Dette ville inkludere den øverste chef og tilsynsførende og inkludere nogle specialister i underordnede roller.
A decision was therefore made to limit participation in the initial stages to a group broadly defined as "management" at the main site (120 people).
Deltagelse var frivillig. Dette var det største antal, der kunne tages under behandling på dette stadium, og man mente, at denne strategi ville betyde, at en undergruppe af det totale system ("ledelsesgruppen") kunne relatere meningsfuldt og udøve indflydelse udtrykt i mulighederne for ændring.
Participation was voluntary.
En alternativ strategi ville have været at gøre programmet tilgængeligt for et tværsnit af hele organisationen.
An alternative strategy would have been to make the programme accessible to a cross-section of the total organization.
Efterhånden som deltagerne blev udsat for begivenhederne i forbindelse med lille gruppe, store gruppe og gruppevekselvirkning, blev programmet over­våget.
As participants experienced Small Group, Large Group and Inter-Group events, the programme was monitored.
De vigtigste resultater var, at deltagerne følte, at de var magtes­løse til at udøve indflydelse på deres personlige og kollektive fremtider.
The major findings were that participants felt that they were powerless in influencing their individual and collective futures.
Dette var, om man vil, en af organisationens "regler".
This, if you will, was one of the "rules" of the organization.
Meningen var, at den "rigtige" ledelse var fraværende, og andre ledere kunne ikke gøre meget andet end at indvillige og adlyde.
The ¡ense was that "real" management was absent and there was little that other nanagers could do except to acquiesce and obey.
Den opfattelse,at de selv på grund af forsømmelse gav magt til denne "senior" ledelse, der selv foretrak at udøve myndighed, var urovækkende.
The notion that they themselves by default were bestowing power on this "senior" management, preferring to exercise their own authority, was discomforting. At the end
Ved programmets slutning fandt man, at mange af de utilfredsheder, der var blevet afsløret i den indledende under­søgelse, endnu eksisterede: Omicron/Kappa-splittelsen, rivalisering mellem afdelingerne og tabet af sagkundskab.
97 of the programme it was found that many of the dissatisfactions that had been revealed through the initial survey were still alive: the Omicron/ Kappa split, inter-departmental rivalries and the loss of expertise.
I forbindelse med disse spørgsmål var der en hel del frustration.
Around these issues there was a great deal of frustration.
På den anden side var der en hel del, der var positivt.
On the other hand, there was a good deal that was positive.
Det, der fremstod med størst tydelighed,var, at mennesker følte, at der var bedre kommunikation i virksomheden, og Menneskeprogrammet havde givet større tillid til at tage bladet fra munden og gav et indblik i funktionen og magten af grupper.
What emerged most clearly was that people felt that there was better communication in the enterprise and the People Programme had given greater confidence to speak out, and provided some insight into the operation and power of groups.
Det havde yderligere fremhævet spørgsmålet om den tilsynsførende rolle, der medførte nogen hensigtsmæssig indsats.
Furthermore, it had brought to the forefront the issue of the supervisory role whi < hi resulted in some appropriate action.
Folk mente ikke desto mindre, at de var gjort mere utilfredse, og der var uvilje blandt dem, der var blevet udelukket fra programmet.
Nevertheless, people had been made, they believed, more dissatisfied and critical and there was resentment, among those who had been excluded from the programme.
Det mest interessante resultat, som undersøgelsen afslørede, var, at Menne­skeprogrammet havde resulteret i fremkomsten af en række nye problemløsende grupper.
The most interesting outcome revealed by the survey was that the People Programme had resulted in a number of new problem-solving groups emerging.
De fleste af disse gik på tværs af afdelings- og ranggrænser, og de fleste var dannet som et direkte resultat af Menneskeprogrammet. Der var f. eks. den Tekniske Projektgruppe (TP), som var blevet etableret med
Most of these straddled conventional department and hierarchical boundaries and most were formed as a direct outcome of the People Programme.
71 henblik på "at undersøge afdelingens struktur og rollerne af personerne i den, så den bedre ville kunne opfylde afdelingens målsætninger".
For example, there was the Project Engineering Group (PEG) which had been established with the aim 'to examine the structure of the department and the roles of individuals within it in order to be better able to meet the objectives of the department'.
Dette program blev etableret uden deltagelse eller endog tilladelse fra de mere overord­nedes lederes side i den tekniske afdeling, og det varede ved; og et år senere var det sponsor for sit eget Menneskeprogram for ca. 50 medlemmer af det tekniske personale.
This programme was established without the participation or even the permission of more senior managers in the engineering department, and it persisted; and a year later it was sponsoring a miniature People Programme of its own for some 50 engineering employees.
Skønt der var modstand, fortsatte Menneskeprogrammet.
Although there was resistance»the People Programme continued.
Det var især den store gruppe, der fortsat mødtes på en ugentlig basis.
In particular the Large Group continued to meet on a weekly basis.
Der blev også afholdt seminarer og møder for at undersøge "organisationens tilstand". Der var tydelige tegn på, at Menneskeprogrammet var ved at sikre sig fodfæste i virksomheden.
Seminars were also conducted and meetings were held to explore 'the state of the organization'.
Det mest dramatiske resultat var måske, at Omicron fra at give tab gik over til sund lønsomhed i en periode, da mange af de andre datterselskaber i Omega udviklede sig i modsat retning.
Perhaps the most dramatic result was that Omicron moved from a loss to a healthy profit in a period when many fellow subsidiaries of Omega were moving in the reverse direction.
Det ville være vanskeligt at etablere et forhold mellem årsag og virkning, men ved umiddelbar betragtning er det sandsynligt, at Menneskeprogrammet har væsentlig sammenhæng med den forstær­kede tillid.
It would be difficult to establish a cause and effect relationship but prima facie the People Programme is likely to have been associated significantly with the increased confidence.
I øjeblikket undersøges nul-hypotesen, dvs. at det ingen virkning havde.
Currently, the null hypothesis, i.e., that it had no effect, is being explored.
Det, der tilsyneladende er sket, er, at erfaringen høstet i den store gruppe tilvejebragte et kar, hvori ledere kunne kaste nogle af deres uvisheder og ængsteligheder om den uvisse fremtid, så de var i stand til at være mere sikre i deres roller inden for virksomheden. Det ville imidlertid være for enkelt at se den store gruppe udelukkende som et kar, og den kunne faktisk beskrives som en smeltedigel, hvor nye ideer og nye værdier blev skabt og afprøvet for anvendelse i deres andre roller.
of their uncertainties and anxieties about the unknown future which allowed them to be more certain in their other roles within the enterprise.
En slutning, som den eksterne konsulent (Eric Miller) har draget, er, at et nyskabende udviklingsprogram af denne slags kræver dannelse af nye og særskilte underinstitutioner såsom den store gruppe, der i nogen grad er isoleret fra "rigtigt arbejde".
One conclusion that the external consultant (Eric Miller) has come to is that an innovative developmental programme of this nature requires a formation of new and separate sub-institutions such as the Large Group which have a degree of insulation from the "real work".
Dette giver en legitim form ikke blot for debat af vigtige spørgsmål, såsom former for industrielt demokrati, men også for fremsættelse af andre "skøre" ideer om tvivl og ængstelse, der hvis de ikke finder udtryk, kan lægge hindringer i vejen for "rigtigt arbejde".
This provides a legitimate form, not only for the debate of major issues, such as forms of industrial democracy, but for the voicing of either "crazy" ideas of doubts and anxieties which, if left unexpressed, get in the way of the "real work".
Som et eksempel på en arbejdende underinstitution har den Rådgivende Medar­bejdergruppe nøje undersøgt sine målsætninger og arbejdsmetoder i løbet af en serie af fem møder mellem januar og marts 1976.
As an example of a sub-institution working, the ECG has clearly examined its objectives and methods of working and did so in a series of five special meetings between January and March 1976.
Menneskeprogrammet var oprindeligt begramset til 120 deltagere, og topledelsen besluttede at udvide dette til resten af virksomheden. Konsulenterne blev udnævnt til en
Originally the People-Programme had been limited to 120 participants and the decision was made by the senior management to extend this to the remainder of tlie enterprise.
72 rådgivende ressourcegruppe,hvis hovedopgave var at skabe muligheder for indlæring, der hvis de udnyttes af organisationen "vil føre til en progres­siv og kumulativ forbedring af de ansattes evne til at forstå processerne, der fungerer i organisationen og finder udtryk i forhold mellem personer i deres forskellige roller på arbejdspladsen, mellem grupper og mellem orga­nisationen og verden udenfor".
The consultants were constituted as a consulting resource group which had the primary task of the creation of opportunities for learning which if taken by the organization 'will lead to a progressive and cumulative gain in the ability of employees to understand the processes which operate within the organization in terms of relations between individuals in their various roles at work, between groups, and between the organization and the outside world'.
Menneskeprogrammet fortsætter, og f. eks. lærlingene samledes inden for Omicron for at undersøge, hvad deres rolle var i forhold til organisationen som et hele.
The People Programme continues, and for example the apprentices got together within Omicron to explore what their role was in relation to the organization as a whole.
Der er derfor i dette vedvarende program tegn på, at hvis folk gives den omtalte slags uddannelsesmuligheder, vil de benytte disse, selv om der vil være nogen modstand.
There is evidence, therefore, in this continuing programme that if people are provided with the kinds of educational opportunities which have been indicated they will take opportunities from these even though there will be some resistance.
Programmet er uden begrænsninger og findes derfor afskrækkende af ledere og ville sandsynligvis blive fundet afskrækkende af OD-konsulenter, der meget hyppigt søger at sætte grænser for udviklingen af medvirkningsprocesser.
The programme is open-ended and therefore is found frightening by managers and probably would be found frightening by OD consultants who very often seek to impose limits on the development of participative processes.
Denne ubegrænsethed er et af de vigtigste træk af metoden, der er blevet skitseret.
This open-endedness is one of the most important features of the approach which has been outlined.
En slutning, som Miller har draget, er, at Menneskeprogrammet hos Omicron giver plads til mere end ét sæt roller og rolleforhold inden for arbejdsmiljøet.
Programme at Omicron makes room for more than one set of roles and role relationships within the work setting.
Her menes, at det med hensyn til tekniske spørgsmål ganske korrekt ville forventes,at den øverste chef fremsatte en saglig mening, men med hensyn til andre spørgsmål, såsom de værdier selskabets organisation skulle efterstræbe, er fabriksarbejderen og den øverste chef arbejdskolleger, og man kan vanskeligt hævde, at den ene skulle påtvinge den anden sine værdier.
Here is meant that for technical issues it would tend to be the case that the general manager could properly be expected to offer an expert opinion but on other issues, such as the values that the organization of the company should be pursuing, the shop floor worker and the general manager are fellow employees and it is difficult to argue that one should expect to impose his values on the other.
Det er således muligt for enkeltpersonen at antage mere end én slags rolle inden for arbejdsmiljøet og på denne måde udøve større indfly­delse på dette.
Thus, it is possible for the individual to take on more than one kind of role within the work setting and in this way exercise greater control over his environment.
Programmet kan opsummeres på følgende måde: Hovedtrækket er, at det tager sigte på at give hver ansat, uanset rolle eller plan, en bedre mulighed for at betragte, hvad der sker i forholdet mellem ens egen person og organisa­tionen og, hvis han ønsker det, at søge nye eller modificerede roller, i hvilke han kan udøve sin myndighed.
The programme can be summed up as follows. The essential feature is that it aims to give each employee, regardless of role or level, a greater opportunity to consider what is happening in the relationship between self and the organization and if he so wishes, to seek new or modified roles within which he can exercise his authority.
I udvidet forstand står den samme mulighed til rådighed for grupper inden for organisationen og for organisa­tionen som et fællesskab i forhold til dens miljø.
By extension the same opportunity is available to groups within the organization and to the organization as a collectivity in relation to its environment.
Det eksperimentet i sin helhed påpeger, er den kendsgerning, at væsentlige udviklinger ikke kan opretholdes, medmindre deltagerne også udvider deres myndighed til ledelsen af den ydre grænse af det relevante klientsystem, enten det drejer sig om en primær arbejdsgruppe, en produktionsafdeling eller hele virksomheden.
Overall what the experiment points to is the fact that significant developments cannot be sustained unless participants also extend their authority into management of the external boundary of the relevant client system, whether that is a primary work group, a production department or the enterprise as a whole.
HANDLINGSBESTEMT INDLÆRING I FORRETNINGSLIV
ACTION LEARNING IN BUSINESS