natgillin/translations-raw huggingface dataset:
Figuren viser, at direktionen, topledelsen, vurderes at have den største indflydelse og arbejderne den laveste.
The figure shows that the top management, is deemed to have the greatest influence and workers the least.
Samarbejdsudvalget (dvs. incl. arbejdernes valgte repræsentanter) vurderes kun at have en lille smule mere indflydelse, end arbejderne har generelt.
The cooperation committee (i.e. including representatives elected by and from the workers) is thought to have only slightly more influence than have the workers in general.
Der er dog i materialet en tendens til, at samarbejdsudvalgene spiller en større rolle i store end i små virksomheder.
However, there is a tendency for cooperation committees to play a greater part in large concerns than in small ones.
Den gennem snitlige indflydelse på 2,7 fremkommer således på grundlag af 3,0 og 2,8 for de store metal- og servicevirksomheder samt 2,6 og 2,5 for de små.
The average placing of their influence at 2.7 is thus arrived at on the basis of the figures
Ser vi på, hvorledes de forskellige niveauer bedømmer indflydelsen for de to organer, hvor repræsentanter for arbejderne har mulig hed for indflydelse, er der en tendens til, at arbejderne vurderer samarbejdsudvalgets betydning lavere end topledelsen.
If we consider how the different levels assess the influence of the two bodies in which workers' representatives have an opportunity to exercise influence, there is a tendency for workers to rate the importance of a cooperation committee lower than does top management.
Til gengæld vurderer de bestyrelsens indflydelse højere, end topledelsen gør det.
On the other hand, they consider the influence of the board to be greater than does top management.
Undersøgelsens 16 beslutningsområder
The study's 16 decision areas
Et centralt sigte med undersøgelsen er at studere, hvordan den foran viste generelle indflydelse varierer mellem forskellige sagseller beslutningsområder.
The central aim of the study is to investigate how the general influence described above varies with different case or decision areas.
Det er herunder af særlig interesse at se på, hvorvidt den faktiske deltagelse i virksomhedernes beslut-
In this connection it is of particular interest to find out how far actual participation in the firm's decision-making corresponds to formal rules and what influence it gives.
For at få dette frem har man formuleret ialt 16 beslutningsområder, der skulle dække de beslutninger, der må anses for at være af betydning for den enkelte og for virksomheden.
In order to ascertain this a total of 16 decision areas were laid down covering decisions that must be considered as being of importance to the individual and to the concern.
Beslutningsområderne er a priori udvalgt således, at de dækker tre beslutningsniveauer. Strategi-, politik- og rutinebeslutninger, dvs. beslutninger på langt, mellemlangt og kort sigt.
A priori these decision areas have been selected in such a way that they cover three decision levels: decisions relating to strategy, policy and routine matters, i.e. decisions concerning the long, medium and short terms.
Ifølge generel organisationsteori påhviler det bestyrelsen og top ledelsen at beskæftige sig med beslutninger på højeste niveau (strategi).
According to general organization theory the duty of dealing with decisions at the highest level (strategy) rests with the board and top management.
Mellemledelsen påvirker politikskabende beslutninger, og arbejdslederne overlades de daglige rutinebeslutninger.
Medium-echelon management influences policy-making decisions, whilst supervisors are responsible for day-to-day routine decisions.
De 16 beslutningsområder opdelt efter beslutningsniveauer:
The 16 decision areas are divided up according to decision levels :
Gennemførelse af stor investering 7.
Large investment projects 7. Marketing of a new producp
Afskedigelse af en af arbejderne 3.
Dismissal of one of the workers 3.
Principper for ansættelse 2.
Principles regarding engagement of staff 2.
Udnævnelse af ny afdelingschef 8.
Appointment of a new departmental manager 8.
Udpegning af direkte overordnede 14.
Appointment of immediate superiors 14.
Hvorvidt et tidsstudie skal gennemføres 9.
Decisions on whether or not a time study is to be carried out 9.
Lønfastsættelse for de enkelte arbejdsgrupper
Fixing of wages for individual groups of workers
Placering af mødetid 4.
Fixing times of meetings 4.
Deltagelse i kursus 5.
Attendance at courses 5.
Permanent overflytning af arbejdere 12.
Permanent transfer of workers 12.
Fordeling af arbejdsopgaver 10.
Distribution of tasks 10.
Indkøb af værktøj 1.
Purchase of tools 1.
Forbedring af det fysiske arbejdsmiljø 15.
Improvement of physical working environment 15.
Placering af ekstra feriedage
Fixing of extra holidays
De 16 beslutninger kan endvidere kategoriseres i:
The 16 decisions can be further classified as:
Tabel 2: A priori fordeling af de 16 beslutninger på to kriterier
Table 2: A priori distribution of the 16 decisions on the basis of two criteria
ARBEJDSMÆSSIGE/ SOCIALE FORHOLD
WORK/SOCIAL RELATIONSHIPS
BESLUTNINGER NR. : strategi
DECISIONS No.
14 og 9 rutine
13,3,2 & 8 14 & 9 Routine
Der blev spurgt i relation til hvert af de 16 beslutningsområder
The following question was asked in relation to each of the 16 decision areas :
"Hvor stor indflydelse har de forskellige grupper eller niveauer på denne beslutning?"
"How great an influence do the different groups or levels have on this decision?"
Af hensyn til overskue ligheden er der trukket linier mellem de enkelte markeringer for hver gruppe/niveau.
To facilitate understanding of the graph, lines have been drawn between the individual markings for each group/level.
Ud over overskuelighedshensynet er der ingen mening i disse linier.
These lines have no other function than to facilitate understanding of it.
Figuren angiver beslutninger i stigende grad af indflydelsen for niveauet "arbejdere".
The figure shows decisions according to increasing degree of influence for the "worker" level.
Desuden er A/S-bestyrelsens og samarbejdsudvalgets indflydelse indtegnet.
The influence exercised by the board of directors and the cooperation committee is also indicated.
Den sidste kurve - "ledelsen" - angiver, på hvilket ledelsesniveau den største indfilydelse på den pågældende beslutning er placeret.
The last curve -"management" - indicates on which management level the greatest amount of influence in relation to the relative decision is to be found.
TL=topledelsen, ML=mellemledelsen, AL=den direkte arbejdsledelse.
TL = Top-level management; ML = Medium-level management; AL = direct supervisors.
Figur 2: Grupper og niveauers indflydelsesfordeling på de 16 beslutningsområder.
Figure 2: Distribution of influence over groups and levels in relation to the 16 decision areas.
Indflydelsesgrad
Degree of influence
Ny afd. chef
New departmental head
Fordeling af arb. 12
Extra holidays
Fysisk miljø
Physical environment
3 nogen stor meget stor
Degree of influence ι 3 « ' < None Slight Medium High Very high Page 73
Med sigte på spørgsmålene om, hvorledes den enkelte oplever sin egen faktiske deltagelse på de samme 16 beslutninger og hvilken deltagelse de samme personer ønsker, blev der spurgt
In order to get answers to the questions of how individuals evaluate their own actual participation relating to the same 16 decisions and what participation the same people desire to have, they were asked:
"Deltager du personligt i behandlingen af dette emne?" og "Hvordan ønsker du at deltage?"
"Do you personally participate in the treatment of this subject?" and "How would you like to participate?"
Figur 3: Faktisk oplevet og ønsket egen deltagelse (Gns. for samtlige 10 virksomheder)
Figure 3: Actual and desired own influence (Average for all ten concerns)
Arb. faktisk
Management
SAMRAD/MEDINDFLYDELSE t—
PARTICIPATION IN DECISIONI MAKING
Kurverne markerer fra neden: nøglepersoners vurdering af arbejdernes indflydelse (som også vist i figur 2) arbejdernes faktisk oplevede deltagelse arbejdernes ønskede deltagelse ledelsens faktisk oplevede deltagelse de to vandrette linier på figuren markerer (den arbitrære) overgang fra "ingen indflydelse" til "medindflydelse" og fra "medindflydelse" til "medbestemmelse".
The key persons' assessment of the influence of workers (as shown also in Figure 2).
Ved at se på den prioritering, der nu fremkommer i beslutningsområderne, fremgår det, at der er en forskel mellem nøglepersonernes (ledelsens og arbejdernes repræsentanter) vurdering af arbejdernes indflydelse og arbejdernes egen oplevede del tagelse .
If we consider the priority accorded to the decision areas, it appears that there is a difference between the assessment given by the key persons (representatives of management and of workers) as regards the influence of workers and the influence which the workers feel they have.
Med hensyn til prioriteringen af beslutningerne ses det, at der er god overensstemmelse mellem figur 2 og 3.
With regard to the degree of priority accorded to decisions, there is a good deal of agreement between Figures 2 and 3.
Den mest markante forskel er, at beslutning nr. 1 (forbedring af arbejdsmiljø) nu er rykket ned fra at være den beslutning, man mente, arbejderne som gruppe betragtet havde størst indflydelse på, til at ligge ca. midt i rækken.
The most striking difference is that decision No. 1 (improvement of working environment) has now moved down from being that on which workers as a group considered they have the greatest influence to a position in the middle of the scale.
Forklaringen herpå er, som det blev nævnt tidligere, at hele spørgsmålet om det fysiske miljø er et spørgsmål, der er så om fattende, at det primært drøftes i SU eller den sikkerhedsorganisation, der er opbygget eller som er under opbygning i virksomhederne.
As previously mentioned, the explanation is that the entire question of physical environment is an issue that is so far-reaching as to be discussed primarily in the cooperation committee or the safety service that has been or is in the process of being set up in the concerns.
Endvidere ofte et spørgsmål, der fordrer både top ledelsens og A/S-bestyrelsens behandling.
In addition it is often a question that requires to be dealt with both by top management and the board of directors.
Såvel nøglepersonernes vurderinger af de enkelte niveauers ind flydelse som de "almindelige" svarpersoners oplevelse af deres egen deltagelse tegner stort set det samme billede af indflydelsesfordelingen i virksomhederne.
In the main, both the key persons' assessments of the influence of the individual levels and the "general" respondents' view of their own participation as they experience it provide a similar picture of the distribution of influence within businesses.
Ved de strategisk vigtige beslutninger er det hierarkiets top, der har indflydelsen.
It is the top stratum of the hierarchy that has the greatest influence on strategically important decisions.
Den indflydelsesmulighed de ansatte har fået på disse beslutninger, kommer ikke frem her.
The influence that workers have on these decisions does not really emerge here.
Bevæger vi os "nedad" mod mere politikorienterede beslutninger, kommer samarbejdsudvalget til at spille en større og større rolle samtidig med, at den højeste indflydelse dog fortsat ligger hos topledelsen.
As we move "downwards" towards the more policy-orientated decisions, the cooperation committee starts to play an increasingly large rôle, although at the same time the highest amount of influence is still retained by top management.
Der synes dog at være en tendens til, at topledelsens indflydelse reduceres i takt med, at samarbejdsudvalgets ind flydelse øges.
There does however seem to be a tendency for the influence of top management to decrease in line with an increase in the influence of the works committee.
På de daglige, mere rutinemæssige og afgrænsede beslutningsområder ser vi et andet mønster komme frem.
A very different pattern emerges in respect of daily, more routine and delimited decision areas.
Her er det ikke længere topledelsen og samarbejdsudvalget, som deles om indflydelsen, men værkførerne (de direkte arbejdsledere) og de enkelte arbejdere, der tilsammen har indflydelsen til at træffe afgørelserne.
Here it is no longer the top management and the works committee that share influence, but rather the shop foremen (direct supervisors) and individual workers who jointly have the influence to make decisions.
Det må bemærkes, at den oplevede faktiske deltagelse ligger lavere, end samarbejdsaftalen foreskriver.
It should be noted that the influence actually experienced is on a somewhat lower level than laid down in the Agreement on Cooperation, etc.
Stort set svarer arbejder nes ønskede deltagelse, som vist i figur 3, til intentionerne i samarbejdsaftalen om orientering, medindflydelse og medbestemmelse.
Generally speaking, the influence desired by the workers, as shown in Figure 3, corresponds to the intentions expressed in the Agreement as regards briefing, influence and participation in decision making.
Der er næppe tvivl om, at samarbejdsaftalens formelle procedurer er overholdt, men den dermed tilsigtede tilstand er ikke blevet realiseret - efter de "almindelige" arbejderes mening.
There is little doubt, however, that the formal procedures prescribed in the Agreement have been adhered to whilst the situation aimed at has not been achieved - according to the views of "ordinary" workers.
Medarbejdernes direkte indflydelse
Direct influence of employees
Inden hele dette område forlades, kan vi kort se på, hvordan ar bejderne og funktionærerne ser på deres direkte indflydelse, dvs. hvorledes oplever man forholdet til sin direkte overordnede.
Before we leave this area we shall briefly discuss how manual workers and salaried employees look upon their direct influence, i.e. how they regard their relationships with their immediate superiors.
Vurderingen er ikke i undersøgelsen baseret på de konkrete beslut ningsområder, men er fremkommet ved at spørge generelt.
This assessment is not based on concrete decision areas in the study but has emerged from the general questions that were put.
Hvad er så direkte indflydelse?
What then is direct influence?
Her i undersøgelsen er det fast lagt til at dreje sig om, hvorvidt medarbejderne bliver taget med på råd, om man har mulighed for at træffe afgørelser selv, om man frit kan sige sin mening, og om hvorvidt ens direkte overordnede giver forklaringer på de ændringer, der sker i jobbet.
In this study it is taken to mean whether employees are consulted, whether they have the possibility of making decisions themselves, whether they can freely state their opinions and whether the immediate superior gives explanations of the changes that take place in the job.
Endelig er der blevet spurgt om den generelle tilfredshed med den direkte indflydelse i afdelingen.
Finally a question was asked concerning general satisfaction with the direct influence in the department.
Resultaterne viser, at der generelt er meget stor åbenhed i de danske virksomheder. Det er kun de færreste, der mener, at de ikke kan komme frem med deres mening, selv om den skulle være forskel lig fra den nærmeste ledelses.
The results show that there is in general very great openness in Danish concerns.
Hermed hører også den generelle enighed op.
But at this point general agreement comes to an end.
På de øvrige områder er der forskel på vurderingen af hængig af, om man er funktionær eller arbejder.
In the remaining areas differences in the assessments depend on whether the respondent is a worker or a salaried employee.
Selv om man erklærer sig nogenlunde tilfreds med den direkte med bestemmelse, i den afdeling man arbejder i, så mener arbejderne i produktionen, at de ikke i særlig høj grad bliver taget med på råd og heller ikke har mulighed for at træffe selvstændige afgørelser.
Even though the respondents state that they are comparatively satisfied with direct participation in decision making in the department in which they work, workers in the production field find that they are not consulted sufficiently and that they do not have an opportunity for making independent decisions either.
Endvidere mener man, at der kunne orienteres noget mere, når der foretages ændringer i arbejdssituationen.
The respondents also feel that they ought to be given more information when changes are made in the work situation.
Som nævnt ser funktionærerne mere positivt på dette, og det gælder både i service- og metalsektoren .
As already stated, the outlook of salaried employees is more positive in this respect and this applies to service industries as well as to the metal sector.
Samarbejdsorganerne, repræsentanterne og. de repræsenterede
Cooperation bodies, representatives and the represented
Når der tales om vort repræsentative demokrati, siger man ofte, at man har de ledere, man fortjener, idet der hermed menes, at vi selv vælger dem og derfor er medansvarlige for den funktion, de udøver.
When we talk about representative democracy we often hear the sentence "We have the leaders we deserve." By this is meant that we choose them and hence we have a share in the responsibility for the function they perform.
Dette er i nogen grad også tilfældet, når det drejer sig dm med arbejderrepræsentanter i samarbejdsorganer i danske virksomheder.
This is to some extent also the case when we talk about representatives of employees in cooperation bodies in Danish concerns.
Det, vi skal se på i det følgende er, hvorledes de repræsenterede vurderer disse samarbejdsorganer, og hvorledes de selv forholder sig til dem og til de repræsentanter, der sidder i enten bestyrel se eller samarbejdsudvalg.
In what follows we shall discuss how the employees represented assess these cooperation bodies and what their own attitude is to those bodies and to the representatives who sit either on the board or in a cooperation committee.
For overskuelighedens skyld vil de to organer blive behandlet hver for sig.
To make the analysis as clear as possible the two bodies will be described separately.
For A/S-bestyrelses-repræsentationens vedkommende vil der først blive givet en kort oversigt over, hvorledes man i de ni virksomheder i denne undersøgelse, der har repræsentanter i be styrelsen, har valgt at gå ind på denne ordning.
As regards representation on the board of directors we will begin by giving a short survey of how the nine concerns covered by our study that have employee representatives on their boards came to opt for this kind of arrangement.
A/S-bestyrelses-repræsentationen
Representation on the board of directors
Der har været stor tilslutning til at ville have medarbejderrepræsentanter i bestyrelsen.
There has been much support for having employee representatives on the board.
80S har stemt ja, og kun 4ÎS stemte nej. Resten undlod at stemme.
As many as 80 per cent voted in favour and only 4 per cent against it; the rest abstained.
Interessen har været størst i ser vicesektoren og blandt funktionærerne på alle niveauer og mindst blandt arbejderne i metalvirksomhederne.
Interest has been greatest in the services sector and among salaried employees at all levels, and least amongst the workers in the iron and metal-working industries.
Forskellen i denne interesse manifesterer sig især i, at mange arbejdere (20%) har undladt at stemme.
The variation in interest is particularly manifest in that many manual workers (20%) abstained from voting.
De, der stemte ja, har tilkendegivet "en forventning om, at de ville få indflydelse på beslutningerne i bestyrelsen", og "at medarbejder ne ved at stemme ja dermed viste, at de turde tage et medansvar for overordnede beslutninger". (Henholdsvis 56?ó og 28?á).
Those who voted in favour were evincing the "hope that they would gain influence over the decisions of the board" and that "by voting in favour employees showed that they dared to accept joint responsibility for higher-level decisions".
Det generelle billede ligner til forveksling det repræsentative demokrati, som det kendes uden for fabriksporten.
The general picture emerging is hardly distinguisable from representative democracy as we know it outside the factory gate.
Der er dog den ikke uvæsentlige forskel, at dér er informationsniveauet betyde ligt højere, og at de valgte repræsentanter formodes at have det samme relative grundlag at deltage på - nemlig deres vælgerstyrke.
However, there is an important difference in that there the level of information is considerably higher and that the elected representatives are assumed to have the same relative basis for participating - namely their electoral support.
Alligevel er de repræsenteredes aktive deltagelse beskeden og deres følelse af afmagt fremherskende.
Nevertheless, active participation of those represented is limited and their sense of impotence is predominant.
1) Se iøvrigt Ann Westenholz: "Magt og indflydelse i bestyrelsen".
1) See also Ann Westenholz: "Magt og indflydelse i bestyrelsen" (Power and influence on the board of directors).
Tabel 3: Sammenligning af repræsentationsordningen samarbejdsudvalg og i A/S-bestyrense.
Table 3: Comparison of representative arrangements in the cooperation committee and on the board of directors
Hvor meget indflydelse, mener du, dine repræsentanter har på, hvad der foregår her?
BOARD OF CO-OPERATION DIRECTORS COMMITTEE % %
Hvor interesseret er du selv i arbejder i (SU og A/S)?
How interested are you in the very work in the (co-operation somewhat committee and the board)? little
Hvor let kan du komme i kontakt med dem, der repræsenterer dig i (SUA/S)?
How much information do you much in general get about the work some in the (co-operation committee little /the board)?
Hvor tilfreds er du med den måde, (SU-A/S-best.) her virker?
How is your contact with your none representatives in (the seldom cooperation committee/the often board)?
Mener du, at man her i virksomheden har de rigtige folk til at repræsentere de ansat tes interesser?
Do you think that the right hardly people in this firm represent to some extent definitely the interests of the employees?
54 23 23 meget godt mere/mindre slet ikke
BOARD OF CO-OPERATION DIRECTORS COMMITTEE % % very well more/less not at all
1) Svaralternativerne er opdelt efter en 5-punkt-skala.
Do you think that your interests are represented in (the cooperation committee/ the board)?
Her er summen af de to ekstremer i hver ende af skalaen og den midterste svarfordeling angivet.
On this the sum of the two extremes at either end of the scale is indicated, as well as the medium distribution of answers.
Der skal mere end et par valg perioder til, før repræsentanterne finder deres plads og får kompetance i bestyrelsens kreds.
It requires more than a couple of terms for representatives to find their "feet and acquire competence among the other directors.
Den grundlæggende forskel i indflydelsesmulighederne mellem med arbejder- og aktionærrepræsentanter er stadig tilbage at ændre.
The fundamental discrepancy between possibilities for influence open to employees' and shareholders' representatives still remains to be changed.
Det er det, der i de sidste år og navnlig i den aktuelle overenskomst situation (1980/81), har været diskuteret heftigt i det danske samfund.
This is what has been the subject of much heated debate over the last few years and especially recently with respect to the present position here in Denmark (1980/81).
Hele spørgsmålet om lønmodtagernes medejendomsret (LM) eller økonomisk demokrati (ØD) drejer sig jo også om den afledte ret til større indflydelse for de ansatte i virksomheden på grundlag af netop medejendomsretten.
The whole question of co-ownership by wage earners or economic democracy does of course also revolve round the right to greater influence for employees in the concern, particularly on the basis of co-ownership.
Repræsentation i samarbejdsudvalget
Representation on the Cooperation committee.
Det formelle samarbejde mellem ledelse og arbejdere har en længere tradition bag sig, hvad angår Samarbejdsudvalget.
Formal collaboration between management and workers is based on a long tradition so far as the Cooperation committee is concerned.