natgillin/translations-raw huggingface dataset:
Uden at ønske at komme indholdet i anden del i forkøbet giver dette kapitel en kort oversigt over nogle få, mere generelle observationer ud fra en uddannelsesorienteret nyovervejelse af de femten tilfælde, der blev beskrevet i vor forskning vedr. "Nye former for arbejdsorganisation i Belgien". (1)
Without anticipating the contents of part two, this present chapter briefly outlines a few more general observations derived from a training-oriented reconsideration of the fifteen cases reviewed in our research on "New Forms of Work Organization in Belgium". (1)
Det er en første - eller måske mere hensigtsmæssigt - en foreløbig observation, at undgangspunktet for en ændring i virksomhedens arbejdsorganisationedoktrin i flere tilfælde var et ønske om en bedre udnyttelse af arbejdsstyrkens evner, kapaciteter og færdigheder (politik vedr. menneskelige ressourcer), hvilket hidrørte fra en erkendelse af et potentiel i arbejdsstyrken, der ikke var trukket på, eller at færdigheder blev eroderet i det eksisterende system, eller at det ikke længere lod sig gøre at klare udenlandsk konkurrence, når man betalte belgiske lønsatser for job med en lav faglig faktor.
A first or, perhaps more appropriately, preliminary observation is that in several cases it was noted that the point of departure for the change in work organization doctrine in the company was the desire to make better use of the abilities, capacities'and skills of the work force (human resources policy) stemming from the realization that there was untapped potential in the work force, or that skills were being eroded under the existing system or that it was no longer feasible to cope with foreign competition when paying Belgian wage-rates for jobs with a low skill factor.
Vi kom ud for en mere eller mindre lignende angrebsmåde i andre tilfælde, i hvilke nogle af virksomhedens funktionærer anså nye former for arbejdsorganisation for at være et alternativ til uddannelse, idet man håbede, at introduktionen heraf ville forbedre arbejdsstyrkens motivation.
A not dissimilar approach was found in other cases, in which new forms of work organization were seen by some company officials as an alternative to training, the hope being that their introduction would improve motivation in the work force.
For mere specifikt at vende tilbage til uddannelsesfunktionens betydning i den organisationamæesige ændringsproces (forsåvidt som der eksisterer uddan nelsesfaciliteter i selve virksomheden) kan det siges, at dens rolle varierer fra fase til fase.
Turning more specifically to the involvement of the training function in the process of organizational change (in so far as there exist training facilities within the company), we can say that its role varies from phase to phase.
Før ændringen føres ud i livet, kan uddannelsesaktiviteter, så som yderligere uddannelse for ledende og tilsynsførende personale, inkluderes i forberedelserne.
Before the change is put into effect, training activities, such as additional instruction for managerial and supervisory staff, may be included in the preparation.
Under og efter ændringens introduktion sker det, at uddannelsesafdelingen deltager i planlægningen og udføreissen af specifike videregående uddannelsesprogrammer for arbejderne og i nogle tilfælde for det tilsynsførende personale.
During and after the introduction of the change, the training department may be involved in the planning and conduct of specific further
22 introduktionen af ændringen nemmere, og de virker således faktisk som OU-(organisationsudviklings)konsulenter.
In parallel with these activities, which are a relatively traditional part of their function, it is not uncommon for trainers to perform a quite different supportive role in the process - that of facilitating the introduction of change, in which they are really acting as OD (organizational development) consultants.
Ser vi nu på erhvervsfaglig uddannelse i sin snævre betydning, d.v.s. undervisning i kundskaberne og metoderne, der kræves til at udføre visse opgaver med heraf følgende sigte på indholdet af et specifikt job, kan man næsten tale om en universalobservation: i modsætning til konventionelle systemer, baseret på en adskillelse af arbejdsopgaver, nødvendiggør nye former for arbejdsorganisation uddannelse i flere færdigheder.
If we now consider vocational training in its narrow definition, i.e. instruction in the knowledge and methods needed to perform certain tasks which is consequently oriented to the content of a specific job, there is one almost universal observation that can be made: in contrast to conventional systems based on.the segregation of tasks, new forms of work organization necessitate training in several skills.
Det kan måske oven i købet påstås, at dersom der ikke stilles en sådan ud dannelse til rådighed af en passende standard, bliver muligheden for, at det nye system virker effektivt, alvorligt begrænset, specielt hvor det drejer sig om arbejdsgrupper.
It may even be stated that if such training is not provided to an adequate standard, the chances that the new system will function efficiently will be severely limited, especially where work groups are involved.
I en arbejdsgruppe vil alle opgaver, der ikke kan udføres af alle medlemmer, isolere arbejderen, der ikke udfører denne, fra resten af gruppen og forsyne denne med en højere eller lavere status, alt efter den krævede færdighedsgrad og med alt dette betyder i forbindelse med lønforskelle.
In a work group, any task which cannot be performed by all the members marks off the worker who does perform it from the rest of the group, in a higher or lower status depending on the degree of skill required, with all that implies in terms of wage differentials.
Ovennævnte observationer bidrager til at vise, hvorfor de mest succesrige eksperimenter normalt har ført til en sammensmeltning og udvikling af færdigheder (selvom evalueringen af færdighederne undertiden er vanskelig gjort gennem den gradvise udvidelse af ansvarene) med fordelagtige følger m.h.t, lønsatser.
The above observations help to show why it is that the most success­ful experiments have generally led to unification and development of skills (even if the evaluation of skill has sometimes been made difficult by the gradual widening of responsibilities), with beneficial consequences in terms of rates of pay.
Det bør imidlertid fremhæves, at det mest almindelige mønster finder sted i form af læretid på arbejdsstedet i flere fag, ledsaget af en gradvis ud videlse af ansvarene (muligvis med nogen teoretisk uddannelse), der vil udvikle sig så langt, at arbejderne er villigt indstillede og tror på deres evne til at klare og modtage den nødvendige feedback til selvevaluering.
It should be noted however that the most common pattern takes the form of an on-the-job apprenticeship in several skills accompanied by a gradual broadening of responsibilities (possibly with some theoretical training) which will develop to the extent that the workers are willing, believe in their ability to cope and receive
Det er dog ikke kun jobindholdet, der ændrer sig, I de fleste tilfælde giver måden, på hvilken nye former for arbejdsorganisation defineres, vedkommende arbejdere mulighed for at udtrykke deres meninger og endog blive direkte engageret i planlagningen· Dette er en anden måde, på hvilken ändringsprocessen kan ymre instruktiv; der hersker bedre for ståelse for ændringen og følgelig mindre modvilje over for denne.
Job content is not all that changes, however. In most cases the manner in which new forms of work organization are defined gives the workers concerned an opportunity to express their views and even to be directly involved in the planning.
Ud over de organisationsmæssige ændringer som sådan er møderne med drøftelser om arbejdets og værkstedets drift (undertiden kaldet groupes de concertation au travail eller werkoverleg?*, der er et særligt træk
This is another way in which the process of change can be instructive; there is a better understanding of the change and accordingly less resistance to it.
23 i næsten alle disse eksperimenter, interessante og instruktive i mange henseender:
In addition to the organizational changes as such, the meetings at which the work and running of the workshop (sometimes called groupes de concertation au travail or werkoverleg) which are a feature of nearly all these experiments are interesting and instructive in many respects:
M.h.t. menneskelige relationer f.eks. bidrager afholdelsen af møder mellem arbejdere med forskellige færdigheder og ledere på forskellige trin til at gøre hierarkiet mere udsat og derfor mere modtageligt for kritik.
For instance, in terms of human relations, the holding of meetings between workers with various skills and managers of various levels helps to make the hierarchy more exposed, and therefore more receptive, to criticism.
Dette åbner vejen for en ændring af indstillinger, og der udvikler sig nye ind­byrdes forhold i selve virksomheden.
This makes for adjustment of attitudes and a new style of relationships develops within the company.
Der sker også ændringer på det funktionelle plan. Møder mellem de enkelte med forskellige funktioner på forskellige trin giver dem mulighed for at lære hinanden bedre at kende ikke blot som mennesker, men også hvad deres funktioner i virksomheden angår.
Changes occur on the functional plane also; meetings between individuals with different functions at different levels give them an opportunity to get to know one another better, not only as people but also in terms of their functions in the company.
For arbejdere på gulvet bliver deres eget arbejde mere forståeligt og derfor mere interessant alene på grund af den kendsgerning, at de har set og lært om andre aktiviteter, da de gik omkring på deres arbejdsstationer og videre end disse.
For shop floor workers, the mere fact of having seen and learnt about other activities going on around their work-stations and beyond makes their own work more intelligible and therefore more interesting.
Vi slutter med at videregive et indtryk, vi fik ud fra vore forskellige møder med nye former for arbejdsorganisation.
We conclude by passing on an impression left by our various encounters with new forms of work organization.
Sammenlignet med arbejdere beskæfti­get i systemer baseret på konventionelle, tayloriske organisationsprincipper lod de implicerede arbejdere på gulvet ikke alene til altid at være mere kritiske over for deres arbejde, men de var frem for alt mindre stereotype i deres kritik.
The workers involved, compared with workers employed in systems based on
Det her præsenterede tilfalde var genstand for en indgående undersøgelse, der udførtes i en anden forbindelse, og det er emnet i en rapport (1), af hvilken de vigtigste relevante punkter gentages forneden med eftertryk på sådanne aspekter, der berører uddannelse i forbindelse med jobrestrukturering.
The case presented here was the subject of a detailed study carried out in another connexion and is the subject of a report (1) the main relevant points of which are repeated below, with the accent placed on those aspects which touch on training connected with job restructuring.
Selskabet er en produktionsafdeling i en stor, multinational selskabsgruppe i den elektroniske industrigren.
The company is a production unit of a large multinational group in the electronics industry.
Virksomheden ligger på et stort industrielt område i en lille flamsk provinsby i et overvejende landbrugsområde.
It is located on an industrial estate in a small Flemish provincial town in a predominantly agricultural area.
Den beskæftiger over I.600 mennesker, af hvilke de fleste er kvinder.
It employs a work force of more than 1,600, the majority of whom are women.
Den frem stiller elektrisk udstyr, inkl, kondensatorer, af hvilke 90# leveres til sådanne andre fabrikker inden for gruppen, der samler radio- og fjernsynsapparater, f
It produces electrical equipment, including condensers, 90% of which are supplied to other factories within the group which assemble radio and television sets.
Værkstedet, der påvirkedes af den nedenfor beskrevne ændring, beskæftiger ca, 50 mennesker, hovedsageligt kvindelige maskinpassere og ca, ti montører og kontrolmestre.
The workshop affected by the change reported below employs about 50 people, mainly women machine operators, and about ten setters and adjusters.
På produktionssiden findes der to dagskift, der består af kvinder og et lille natskift af mænd.
On the production side, there are two day-shifts of women and a small night-shift of men.
Værkstedet masaefabrikerer halvfabrikata til varierende specifikationer (6OO forskellige typer), der kræver fire eller fem forskellige arbejdsoperationer (alt efter typen), og som hovedsageligt udføres med automatiske maskiner, I det store hele er det maskinpassernes opgave at føde, indstille og passe disse maskiner.
The workshop mass-produces a semi-finished product to a variety of specifications (600 different ^types) requiring four or five different operations (depending on the type) which are performed in the main by automatic machines.
Før andringen udgjorde hver individuel arbejdsoperation en komplet arbejdsopgave.
The operators' tasks consist basically in feeding, setting and minding these machines.
Maskinerne var identiske og opstillet i rækker, idet hver maskinpasser stod for et givet antal.
Before the change, each individual operation had constituted a complete task.
Vedligeholdelse udførtes af særskilte mekaniske og elektriske vedligeholdelseeafdelinger.
The machines were identical and laid out in rows, each operator being in charge of a given number. The wages were made up
28 mellem arbejderne, der udførte forskellige opgaver og arbejdere i forskellige skift.
In addition there were difficulties over delivery periods, rejects and tension between workers carrying out different tasks and workers in different shifts.
For at rette denne situation og efter at selskabets specialister havde frem sat de traditionelle rationaliseringeforslag, anmodede og modtog afdelingens leder virksomhedens godkendelse til selv at udarbejde en løsning sammen med sit personale.
In order to rectify this situation, after traditional proposals for rationalization had been put forward by the company's specialists, the head of the department asked for and received the management's authority to devise a solution of his own in association with his staff.
Han gik i gang med denne opgave ved at etablere fem arbejdsudvalg: eet bestod af ham selv og hans tilsynsførende personale, samt de fire andre, der hver især bestod af een tilsynsførende, een maskinreparatør og to maskinpassere.
He approached this task by setting up working parties: one consisting of himself and his supervisory staff and four others, each made up of one supervisor, one machine repairer and two machine operators.
Disse arbejdsudvalg overvejede fire emner: udskudsvarer, maskinbetjeningsmetoder, maskinudnyttelse og maskinernes opstilling.
These working parties considered four topics: rejects, machine operating methods, machine utilization, machine layout.
En maskinpasser i arbejdsgruppen, der beskæftigede sig med sidstnævnte af disse emner, foreslog at een person kunne udføre de forskellige maskinoperationer, der krævedes til at fremstille et komplet produkt.
An operator in the working party concerned with the last-named of these subjects suggested that a single person could carry out the various operations needed to make a complete product.
Denne idé blev ud gangspunktet for et reorganiseret produktionssystem; arbejde i grupper à to, tre eller fire maskinpassere (alt efter produkt- og maskintype); jobudvidelse (med mindet tre forskellige arbejdsoperationer, der udføres i hver gruppe af maskinpassere i stand til at skifte fra den ene arbejdsgruppe til den anden) (1); jobberigelse ved at lade gruppens opgaver omfatte maskinindstilling og mindre reparationer, planlægning over to-ugers perioder og kvalitetskontrol.
This idea was the starting-point for a reorganized system of production: working in groups of two, three or four operators (depending on the types of product and machine); job enlargement (with at least three different operations carried out in each group by operators able to switch from one to another)(1); job enrichment by the inclusion in the group's tasksof machine-setting and minor repairs, scheduling over a two-week time scale and quality control.
Grupperne ville modtage regelmæssig feedback om deres resultater.
The groups would receive regular feedback on their results. Only the higher of the
Man ville kun bibeholde den højeste af de to lønskalaer, og med forbedret produktivitet ville det blive muligt at opgive de varierende med ydelsen forbundne lønkomponenter og indføre en højere fast løn.
- 31 - two wage scales would be retained and, with improved productivity it would be possible to abolish the variable output-related component of wages and introduce a higher fixed wage.
Man ville desuden også kunne reducere antallet af tilsynsførende (med to formænd) og antallet af maskinpassere fra 39 til 28 under forudsætning af, at de heraf påvirkede ville få anden beskæftigelse i virksomheden.
Moreover, it would be possible to reduce the number of supervisors (by two charge hands) and the number of operators from 39 to 28, on the under­standing that those affected would be found other work in the company.
Disse forslag om en organisationsændring, tillige med de hermed forbundne modifikationer i maskinernes opstilling blev forelagt virksomhedens direktør, der godkendte disses gennemførelse.
These proposals for organizational change, together with the associated modifications in machine layout, were submitted to the head of the company, who agreed to their implementation.
Fagforeningsrepræsentanterne fik meddelelse om diese planer og indtog en neutral stilling.
The trade union representatives were informed of these plans and adopted a non-committal attitude.
Der afholdtes et møde, under hvilket alle afdelingens arbejdstagere blev orienteret om ordningens enkeltheder og planerne vedr. den fase-inddelte dannelse af arbejdsgrupper.
A meeting was held at which all the employees in the department were briefed on the details of the scheme and the plans for the phased formation of work groups.
Herefter udsendtes en anmodning om frivillige til at danne den første WIM-gruppe (3 maskinpassere pr. skift).
A request was issued for volunteers to make up the first WIM group (3 operators per shift).
(1) Forbogstaverne af de hollandske ord for diese tre operationer - WIM -anvendes som akronymet for arbejdsgrupper.
The women who had been members of the working parties volunteered enthusiastically, along with some others.
Da den første gruppe var blevet dannet, gennemgik medlemmerne et uddannelseskursus (beskrives forneden).
When the first group had been formed, its members were put through a course of training (described below).
Et år senere, da projektet nærmede sig sin afslutning, var der i mellemtiden blevet dannet fem grupper for hvert skift.
One year later, the project was nearing its completion, five groups in each shift having been formed in the meantime.
Senere ønsker vi at beskrive i enkeltheder, hvorledes disse grupper etableredes efter tur, fordi den anvendte procedure forekommer os at være en væsentlig del af den interessante læreproces, der skabtes af denne situation.
We shall be giving details of how these groups were set up in turn, because the procedure adopted seems to us to be a significant part of the interesting process of apprenticeship created by this situation.
Resultatet af introduktionen af denne nye form for arbejdsorganisation var helt igennem positivt ud fra et økonomisk synspunkt:
The outcome of the introduction of this new farm of work organ­ization from the economic viewpoint was wholly positive: - overall returns improved by 12%, - machine output up by 10%, - rejects reduced by 50%, - production cycle reduced from three to two weeks, - absenteeism (4.8%), which was already slightly lower than in the rest of the company (5.9%), remained constant, whereas it had risen to the level of 7.8% in the rest of the company by 1973.
- flytningen af 13 arbejdstagere skabte ikke større vanskeligheder; - maskinpassernes ansvar blev gjort bredere; - arbejdstagernes ængstelse i forbindelse med deres nye ansvar blev over vundet gennem en kombination af uddannelse og afdelingslederens overtalelsesevne; - med skabelsen af vilkår, under hvilke gensidig hjælp var mulig, blev stresset mindre under midlertidige overbelastninger; - de spændte forhold, der havde eksisteret, forsvandt; - bevidstheden om værkstedets større effektivitet skabte en ny atmosfære; - lønninger, som kun nogle få havde været i stand til at tjene før ændringen, blev normen.
On the human level: - the transfer of 13 employees did not create any major difficulties, - the operators' responsibilities were broadened, - the workers'apprehensions about their new responsibilities were overcome by a combination of training and the head of department's powers of persuasion, - with the creation of conditions under which mutual help was possible, there was a reduction of stress during temporary overloads, - the tensions that had existed disappeared, - awareness of the workshop's greater efficiency created a new climate, - wages which only a few had been able to earn before the change became the norm.
På fagforeningssiden modtog tillidsmændene ingen klager fra vedkommende ar bejdere.
On the trade union side, the shop stewards received no comp­laints from the workers concerned.
Efter deres mening var den vigtigste grund til, at denne reorganisation forårsagede så få problemer, den heraf følgende indtægtsstigning.
In their opinion, the main reason why this reorganization caused so few problems was the associated increase in the level of earnings.
Endelig ønsker vi at rapportere, at det viete sig at være umuligt at opnå en fuldstændig integration i WIM-gruppernes arbejdsopgaver af maskinindstilling og vedligeholdelse.
Finally, we should report that it was not found possible to achieve full integration of machine-setting and maintenance into the tasks of the WIM groups.
For enkeltheder vedr. situâtionens senere udviklinger henviser vi læseren til den relevante rapport (1), der også indeholder resultaterne af spørge skemaundersøgelsen vedr. trivsel på arbejdspladsen, der udførtes blandt maskinpassere i WIM-grupperne og kontrolgrupper«
For details of the subsequent developments in the situation, we refer the reader to the relevant report (1), which also contains the results of a questionnaire survey on job satisfaction carried out among WIM group operators and control groups.
Vi ønsker dog kort at omtale begivenhederne efter flytningen af den oprindelige afdelingsleder, hvis efterfølger anvendte andre ledelsesprincipper og således bragte den kollektive karakter af grundlaget for arbejdsorganisationen i fare«
We would, however, briefly mention the events following the transfer of the original head of department, whose successor applied different management principles, thus jeopardizing the collective character of the basis of work organization.
En tilbagevenden til mere individualistiske metoder specielt m.h.t. de ind byrdes hierarkiske forhold og standsningen af kollektiv feedback af resultaterne førte f.eks· til afskaffelsen af den eksisterende gensidige læreproces, der var blevet etableret·
For instance, the reversion to more individualistic practices, especially in hierarchical relationships, and the dropping of collective feedback of results led to the discontinuance of the ongoing process of mutual apprenticeship which had become established.
I denne forbindelse citerer vi rapportens endelige konklusion (s· 7*0.
In this connexion, we quote the final conclusion of the report (p. 74)