natgillin/translations-raw huggingface dataset:
Tannoy mente imidlertid, at det var en mere positiv og konstruktiv politik for selskabet at samarbejde med et fag­forbund, der også var interesseret i at bygge en ny model for forholdet mellem ledelse og arbejdere.
However, Tannoy felt that a more positive and constructive policy for them, would be to work with a union which was also interested in building a new model of managementworker relationships.
Tidligere havde dr, Maccoby fået en henvendelse fra hr. Derek Gladwin, sekretær for General and Municipal Workers Unions sydlige region, efter at førstnævnte havde beskrevet Harman International-projektet i Bolivar på en konference.
Earlier, Dr. Maccoby had been approached by Mr. Derek Gladwin, the southern regional secretary of the General and Municipal Workers Union, after he had described the Harman International Project at Bolivar, at a conference.
H. Gladwin erklærede, at GMWU ville være interesseret
Mr. Gladwin said that the GMWU would be interested in taking part in a joint management-union project for developing shop floor democracy.
Der blev truffet aftale om et møde med dr. Maccoby i juli 1976 til etable­ring af den tresidede forpligtelse, der er nødvendig for projektet, mellem den højeste ledelse hos Tannoy, ledende funktionærer fra GMWU, inklusive generalsekretæren, og arbejdsforskningsafdelingen, der er ansvarlig for "forsker-pædagog"-rollen.
A meeting was arranged by Dr. Maccoby in July 1976 to establish the tripartite commitment necessary for the project between the senior management at Tannoy; the senior officials of the GMWU, including the General Secretary, David Basnett; and the Work Research Unit sponsoring the "researcher-educator" role.
GMWU udtrykte sin begejstring for at udvikle økonomisk demokrati fra gulvet med aktivt fagforbundsengagement.
The GMWU expressed their enthusiasm about developing industrial democracy from the shopfloor, with active union involvement.
Forbundet godkendte rollen, United Auto Workers havde påtaget sig i Bolivar og begre­bet, de havde udarbejdet for "samarbejdende overenskomstforhandlinger" som supplement til opponerende overenskomstforhandlinger.
They approved the role which the United Auto Workers had taken in Bolivar and the concept they had developed of "cooperative collective bargaining" to complement adversary bargaining.
Fagforbundsfunktionærerne godRendte de fire principper, der var inkorporeret i ledelsens rede­gørelse for dennes filosofi, og gav dem deres ufobeholdne støtte.
The union officials approved the four principles embodied in the management's statement of philosophy as ones which they could fully support.
Mødet endte med en beslutning om at udarbejde en kontrakt mellem Tannoy og GMWU, og at denne herefter skulle forelægges den nye arbejdsstyrke til godkendelse.
The meeting ended with a decision to work out a contract between Tannoy and GMWU and that this should then be put to the new workforce for their agreement.
I løbet af august 1976 fik selskabet besøg af de skotske funktionærer fra MATSA, afdelingen inden for GMWU, der repræsenterer funktionærerne.
During August 1976, the Scottish officials from MATSA, the section of the GMWU which deals with salaried employees, visited the company.
De talte med alle arbejdstagere, der på dette tidspunkt beløb sig til ca. 30 menne­sker.
They spoke to all the workers, who at that time numbered about 30 people.
Fabrikkens leder, Jim Hughes, understregede også ledelsen ønske om at etablere et fælles projekt til skabelsen af et demokratisk arbejdsforhold.
The General Manager of the factory, Jim Hughes, also emphasised the desire of management to establish a joint project to create a democratic working relationship.
Ganske uventet var der imidlertid betydelig modstand fra arbejderne selv mod ideen om at blive medlem af et fagforbund.
Unexpectedly, however, there was considerable resistance from the workers themselves to the idea of joining a union.
Mange af disse havde haft tidligere beskæftigelser på fabrikker, der havde oplevet alvorlige vanskeligheder på grund af krigeriske fagforbund, og de vægrede sig ved atter engang at have noget med et fagforbund at gøre.
42 factories which had experienced severe difficulties because of militant trade unions and they were reluctant to become involved with a trade union once again.
Der fulgte en lang drøftelse, under hvilken både fagforbundsfunktionærer og ledelse søgte at opmuntre arbejderne til at godkende kontrakten.
There followed a lengthy discussion during which both the union officials and the management sought to encourage the workers to agree to the contract.
De understregede, at selvom det var muligt at have et "familieagtigt" forhold, mens selskabet endnu var meget lille, kunne atmosfæren ikke undgå at ændres, efterhånden som arbejdstagernes antal voksede til 200 eller flere.
They pointed out that although it was possible to have a "family" type relationship while the company was still very small, the atmosphere would inevitably change as the numbers grew to 200 people or more.
Tilsva­rende kunne det næsten siges med sikkerhed, at der ville opstå problemer i fremtiden, der kunne bringe ledelse og arbejdere i konflikt med hinanden.
Equally, in the future there would almost certainly be issues over which the management and workers would come into conflict.
Dersom man allerede havde etableret et positivt arbejdsforhold med fag­forbundet, ville der måske være mulighed for at klare denne konflikt på en konstruktiv måde.
If a positive working relationship had already been established with the trade union, it might be possible to handle this conflict in a constructive way.
Hvis arbejderne på den anden side søgte at blive medlemmer af et fagforbund på et tidspunkt, når de faktisk var i konflikt med ledelsen, ville de sandsynligvis gå lige på hovedet ind i en sådan
On the other hand, if the workefs sought to join a union at a time when they were in conflict with the management, they were likely to go headlong into the kind of destructive adversarial spiral which has plagued industrial relations in the West of Scotland for so long.
Langt om længe gik arbejderne med til at blive medlemmer af MATSA og at arbejde for at skabe en mere positiv model for forholdet mellem fagforbund og ledelse end sådanne, de havde oplevet før i tiden, og som de havde reageret så stærkt imod.
Eventually, the workers agreed to join MATSA, and to work towards creating a more positive model for union-management relationships than the ones they had experienced in the past and against which they had reacted so strongly.
Kontrakten med MATSA, man enedes om, var en "aftale om organiseret arbejds­kraft", d.v.s. 100% medlemskab af eet fagforbund.
The contract which was agreed with MATSA was a "closed shop agreement", that is for 100% membership of the one union.
Både ledelse og fagfor­bund ønskede at undgå at have flere fagforbund på fabrikken, eftersom "multi-fagforbund"-situationen ofte havde ført til fortidens bitre tvi­stigheder, hvor det ikke lykkedes fagforbundene at samarbejde med hinanden.
Both the management and union wanted to avoid having several unions in the factory, since this"multi-union" situation had often led to bitter disputes in the past, where the trade unions failed to collaborate with each other.
Man mente, at der var større mulighed for succes m.h.t. at skabe et fælles projekt til arbejdets forbedring, dersom forholdet var fra een til en anden, d.v.s. mellem eet fagforbund og ledelsen.
They felt that they would be more likely to succeed in creating a joint Work Improvement Project if there was a one-to-one relationship between the single trade union and the management.
Det var et usædvanligt træk i kontrakten mellem MATSA og Tannoy, at de fire førende principper fra filosofi-redegørelsen - nemlig sikkerhed, retfærdig­hed, individuel trivsel og engagement - blev skrevet ind i aftalen.
An unusual feature of the contract between MATSA and Tannoy was that the four guiding principles from the philosophy statement - namely security, fairness, individual fulfilment and involvement - were written into the agreement.
På denne måde blev de af ledelsen før rekrutteringen af den nye arbejdsstyrke udtrykte idealer nu godkendt af fagforbundet som grundlaget, på hvilket de kunne opbygge en fælles forpligtelse til at skabe en ny arbejdsorganisationsmodel.
In this way, the ideals which the management had expressed before the new workforce was recruited, were now endorsed by the union as the basis on which they could build a joint commitment to
Det var sandsynligvis første gang i Storbritannien, at de filosofiske principper, ifølge hvilke selskabet skulle drives, blev speci­ficeret som en del af den kontraktlige overenskomst mellem ledelse og fagforbund.
43 creating a new model of work organisation. This was probably the first time in Britain the philosophical principles on which the company intended to operate were specified as part of the contractual agreement between the management and the trade union.
Ved at inkludere så mange forskellige punkter i overenskomsten med fag­forbundet anerkendte selskabet, at det ikke anså dette for at være en kortsigtet, eksperimentel ændring, men som en del af måden, på hvilken selskabet vil fortsætte sin drift på langt sigt. Følgelig blev der ikke sat nogen tidsgrænse, i løbet af hvilken visse målsætninger skulle nås, men projektet blev set som en konstant udviklingsproces, der ville ændre sig i tidens løb, men være baseret på principperne, man var enedes om.
By including such a wide range of issues into the agreement with the trade union, the company acknowledged that they did not see this as a shortterm experimental change, but as part of the way the company would continue to operate in the long term.
Ledelsen ventede faktisk, at det ville tage noget længere at opnå de planlagte produktionsmål, fordi personalet ville behøve nogen tid til at vænne sig til at have større ansvar for deres arbejde i stedet for at bli­ve vejledt af det tilsynsførende personale.
The management in fact expected that they would be rather slower in achieving their planned production targets, as the staff would take some time to adapt to having greater responsibility for their own work, rather than being directed by supervision.
40 fleksibel måde og bevæge sig mellem jobbene efter behov, at klare flaske­halse og materialemangel, således at det langsigtede resultat af produk­tionens langsomme opbygning var meget fordelagtigt.
This proved to be the case, but the staff also became used to working in a very flexible way, and moving between jobs as the need arose, to cope with bottlenecks and shortages, so that the long term result of the slow build-up of production was very advantageous.
Det ønskede især at have så få opdelinger af folk som muligt for således at skabe en fornemmelse af retfærdighed m.h.t. måden, på hvil­ken alle arbejdstagere blev behandlet. Den mest markante blandt disse for­anstaltninger var etableringen af een personalestatus med samme vilkår for gulvarbejdere og funktionærer.
In particular, they wished to have as few divisions between people as possible, so as to engender a sense of fairness in the way in which everyone was treated.
En sådan harmonisering af beskæftigel­sesbetingelserne er relativt usædvanlig i Det forenede Kongerige, selv om nogle virksomheder bevæger sig i denne retning.
The harmonisation of the conditions of employment in this way is relatively unusual in the UK, although some firms are moving in this direction.
Tannoy Products Ltd. mente, at åbningen af den nye fabrik gav dem muligheden for at tilbyde disse be­tingelser fra starten som fundamentet for ånden, de ønskede at skabe på fabrikken.
Tannoy Products Ltd. felt that the opening of the new factory enabled them to offer these conditions from the beginning, as the foundation of the spirit they wished to engender in the factory.
Man oprettede også generøse syge- og pensionsordninger, der gav alle på fabrikken de samme fordele, inklusive ledelsen.
They also set up generous sickness and pension schemes which provided the same benefits for everyone in the factory,
Dette var i overensstem­melse med princippet, ledelsen ønskede at følge for at tilvejebringe større sikkerhed for personalet, idet man fortolkede dette til ikke blot at betyde jobsikkerhed, men også en følelse af sikkerhed i tilfælde af sygdom, ulykkestilfælde og når man endelig trak sig tilbage fra arbejdet.
44 including management. This was consistent with the principle they wished to follow of providing a high degree of security of staff, interpreting this to mean not only job security, but also a feeling of security in case of illness, accident, and eventually retirement from work.
For det direkte produktionspersonale oprettede man en enkelt 3-klasses struktur, idet langt den største del af personalet blev betalt på eet løntrin for montører.
For direct production staff, a simple 3 grade structure was set up, with by far the greatest majority of staff paid on a single salary level for assemblers.
Gennem introduktionen af en regulærløn, baseret på målt dagarbejde, gjorde selskabet det klart, at de søgte arbejde af høj kvalitet, baseret på omhyggelig hensyntagen til detaljer i stedet for arbejde af stor kvantitet, der er stimuleret af et produktionsbonussystem.
By introducing a regular salary based on measured day work, the company made it clear that they were seeking high quality work, based on careful attention to detail, rather than a high quantity of work, stimulated by a production bonus sytem.
Selskabet traf arrangementer for åbningen af en bankkonto for alle nye arbejdstagere, og lønnen blev betalt direkte til disse kontoer.
The company arranged for all new employees to open a bank account, and the salaries were paid directly in to these accounts.
Det første år skete betalingerne hver fjortende dag for at hjælpe folk med at bevæge sig gradvist bort fra den sædvanlige betalingsmetode, der er
For the first year, payments were made fortnightly to help people to move gradually from the usual method of payment, which is a weekly cash wage.
Efter denne foreløbige eet-årige periode blev lønningerne udbetalt på månedlig basis, hvilket har været upopulært blandt nogle arbejdstagere, der foretrækker at blive betalt mere regelmæssigt i kontanter.
After the interim period of one year, salaries were paid on a monthly basis, and this has been unpopular with some people, who prefer to be paid more regularly by cash.
Efterhånden ser det dog ud til, at de fleste er ved at vænne sig til at lægge familiebudget på denne måde, og de har oven i købet fundet, at de er mere tilbøjelige til at spare penge, når lønnen betales direkte til banken, i stedet for at være fristet til at give penge ud, fordi de er nemt tilgængelige som kontanter i deres lommer.
Gradually, however, it seems that most people are becoming accustomed to budgetting the family accounts in this way, and even find that they are more likely to be able to save money when it is paid directly into the bank, rather than being tempted to spend money because it is readily available as cash in their pocket.
Et yderligere skridt, der blev taget af selskabet, var at eliminere bru­gen af kontrolure på fabrikken på alle personaletrin.
A further step which the company took was to eliminate the use of time clocks in the factory for staff at all levels.
I de fleste selska­ber skal gulvarbejdere stemple ind og ud ved kontroluret og føre omhygge­lig journal over deres tilstedeværelse.
In most companies, the shop floor workers have to clock on and off, to keep a detailed record of their attendance.
Dette gælder ikke altid for funk­tionærer og ledelse.
This may not always apply to white-collar and management staff.
I Tannoy Products besluttede man imidlertid at give hver eneste arbejder ansvaret for at overholde tiderne på tilfredsstillen­de måde uden at skulle stemple ind og ud ved kontroluret.
45 responsibility for maintaining satisfactory time-keeping, without resorting to clocking on and off.
Denne facilitet kan ikke undgå at blive misbrugt af nogle, men de er meget upopulære blandt de fleste arbejdstagere.
Inevitably, this facility is abused by some people, but they are deeply resented by the majority of workers.
På den anden side anstrenger mange folk sig for at ankomme til arbejdet i tide på grund af den tillid, de føler selskabet har vist dem.
On the other hand, many people are more concerned to arrive at work in good time because of the degree of trust which they feel the company has placed on them.
De mener, dette er vigtigere hos Tannoy Products end i andre selskaber, hvor der trækkes penge fra deres løn, dersom de kommer for sent på arbejde.
They feel it is more important at Tannoy Products, than in companies where money is deducted from their wages if they arrive late to work.
Det er et yderligere træk ved måden, selskabet drives på, at der kun er een kantine for alle fra det yngste personale til den højeste ledelse.
Another feature of the way the company operates is that there is only one dining room for everyone from the most junior staff to senior management.
Selvom dette ikke er usædvanligt i nogle amerikanske selskaber, så som IBM og Polaroid, har mange selskaber i Det forenede Kongerige særskilte kantiner for forskellige personalegrupper som f.eks. for arbejdere på timebetaling, kontorfunktionærer, tilsynsførende og ledelse.
Although this is not unusual in some American companies such as IBM and Polaroid, many companies in the UK provide separate dining rooms for different grades of staffrsuch as hourly paid workers, salaried office staff, supervisors and management.
Tannoy Products mente imidlertid, at det var i overensstemmelse med retfærdig­hedsprincippet, at alle skulle dele de samme spisefaciliteter uanset deres position i selskabet.
Tannoy Products, however, felt that it was consistent with the principle of fairness that everyone should share the same eating facilities, regardless of their position in the company.
MATSA har også forhandlet sig til, at prisen for maden subventioneres af virksomheden.
MATSA have also negotiated for the cost of food to be subsidised by the company.
Etableringen af arbejdsgrupper
The Establishment of Work Groups
42 overvejede selskabet mere indgående måden, på hvilken produktionspersonalets arbejde skulle organiseres.
Once the basic conditions of employment had been agreed, the company considered in greater detail the way in which the work of production staff should be organised.
Man oprettede en række arbejdsgrupper ud fra logiske arbejdsgrupperinger inden for arbejdsstrømmen.
A series of Work Groups were identified on the basis of logical groupings of tasks within the workflow.
Arbejdsgruppernes modalstørrelse var ca, 10 mennesker, der var beskæftiget med opgaver ind­byrdes afhængige af hinanden til produktionen af en meningsfuld del af hele driften.
The modal size of the Work Groups was around 10 people, engaged in tasks which were interdependent for the production of a meaningful part of the total operation.
Personale, der fremstiller de forskellige undermonteringer, blev f.eks. grupperet sammen; personale, der bygger de dobbelte højtrykshøjtalere dannede een arbejdsgruppe; personalet, der var beskæftiget med den endelige samling formede en yderligere gruppe.
For example, staff making the various sub assemblies were grouped together; staff building the high pressure dual speakers formed a Work Group; the staff on the final assembly operation were a further Group.
Samtidigt blev det indi­rekte personale, der udfører lignende opgaver, også anbragt i arbejdsgrup­per, således at alle i selskabet omfattedes af strukturen.
At the same time, the indirect staff performing similar jobs were also formed into Work Groups, so that everyone in the company was included within the structure.
Til at begynde med oprettedes seks arbejdsgrupper, men disse forøgedes hurtigt til tolv arbejdsgrupper som følger:
In the early stages, six Work Groups were formed, but this quickly grew to twelve Work Groups, as follows:-
Arbejdsgrupperne hos Tannoy Products Ltd.
The Work Groups in Tannoy Products Ltd.
Tilsynsførende og ingeniører
Supervisors and Engineers
Delings- og klemmelister Lavfrekvenskonusser Dobbelte højtalere med høj præstation Skabssamling Buckingham & Windsor højtalere Bolivar & JBL højtalere Højtaleranlæg Arbejdsgrupperne kan karakteriseres som semi-autonome m.h.t. organisation, idet de har påtaget sig et betydeligt ansvar for produktionsopgaverne i deres egen afdeling.
Crossovers and Termination Panels Technicians Low Frequency Cones Administration High Performance Dual Speakers Stores Cabinet Assembly Buckingham & Windsor Speakers Bolivar & JBL Speakers Public Address Systems The Work Groups could be characterised as semiautonomous in organisation, since they take considerable responsibility for the production tasks in their own area.
På linie med principperne for individuel trivsel og engagement holdes tilsynsniveauet på det mindst mulige for at skabe en situation, i hvilken personalet sidder inde med betydelig frihed m.h.t., hvorledes de udfører deres arbejde.
In line with the principles of individual fulfilment and involvement, the level of supervision has been kept to a minimum to create a situation in which staff have a considerable degree of freedom in the way they do their work.
På hovedfabrikken er der kun to produktionstilsynsførende for et personale på over 100 mennesker.
In the main factory, there are only two production supervisors for a staff of over 100 people.
I løbet af 1977 forfremmedes en tredie tilsynsførende, da man tog nye lokaliteter i brug i nærheden af hovedfabrikken til fremstilling af Bolivar og JBL højtalere for Harman Internationals amerikanske datterselskaber.
During 1977, a third supervisor was promoted when new premises were taken near the main factory, to produce Bolivar and JBL speakers on behalf of the. American subsidiaries of Harman International.
Tilsynets omfang er lille, når man tænker på arbejdets detaljerede art og den hertil nødvendige koordinationsgrad mellem de forskellige arbejdsgrupper
This ratio of supervision is low, given the detailed nature of the work and the degree of coordination needed between the various Work Groups along the production flow.
43 langs produktionsstrømmen. De tilsynsførende virker faktisk snarere som ressourcer for arbejdsgrupperne m.h.t. at løse problemer og give gode råd i stedet for den mere traditionelle, kontrollerende rolle.
Indeed, the supervisors act more as resources to the Work Groups in solving problems and giving advice, rather than acting in a more traditional controlling role.
I fabrikkens første tid fandt de tilsynsførende imidlertid, at byrden med at klare be­gynderproblemerne og uddannelsen af nye arbejdere betød, at de ikke kunne give de enkelte arbejdsgrupper tilstrækkelig tid og tilvejebringe en hen­sigtsmæssig kommunikation.
However, during the early days of the factory, the supervisors found the burden of dealing with teething problems and the training of new workers meant that they could not give each of the Work Groups enough attention and provide adequate communication.
Efter at alle vedkommende var blevet enige herom, skabte man derfor i juli 1977 en ny rolle, nemlig arbejdsgruppekoordinator, der blev udpeget af ledelsen blandt ansøgere fra de enkelte grupper.
In July 1977, by agreement of all concerned, a new role of Work Group Co-ordinator was created and were appointed by management from applicants within each Group. The Group Co-ordinators act as a link with the supervisors by assisting with training,
Gruppekoordinatorerne virker som forbindelsesled mellem de til­synsførende, idet de hjælper med uddannelse, feedback og fremme af beslut­ninger.
47 feedback and progressing of decisions.
På denne måde får de tilsynsførende mere tid til at løse problemer og planlægge i stedet for at føre det daglige tilsyn med arbejdet.
This enables the supervisor to devote more time to problem-solving and planning rather than to the day-to-day supervision of work.
Der er to specielt bemærkelsesværdige træk ved gruppernes arbejdsmåde.
There are two particularly notable features about the way in which the Work Groups operate.