natgillin/translations-raw huggingface dataset:
Flere foreslåede modifikationer er anvendt i praksis af værkstedsudvalget.
Several modifications proposed have already been put into practice by the workshop committee.
Teknisk uddannelse til gennemførelsen_af_valg^e_løsninger (fra aug.1978) Der vil blive truffet beslutning om indholdet under hensyn til æn dringerne, der påvirker arbejdsstationerne og værkstedeorganisationen som vedtaget af værkstedsudvalget (erhvervelse af f1er-færdigheder, semi autonome arbejdsgrupper o.s.v.).
Content yet to be decided in the light of changes affecting work stations and organization of the workshop adopted by the workshop committee (multiple skill acquisition, semiautonomous work groups etc.).
Betydelige roller, de forskellige deltagere i ændringsprocessen spillede
Significant roles played by various participants in the process of change
Nøglerollen i selskabet blev spillet af værkstedslederen, som gik ind for tanken om et formåisfrit forskningsprojekt.
The key role within the company was played by the works manager, who had been won over to the idea of an action-research project.
Den eneste garanti, han forlangte af konsulenterne, var deree evne til at styre ændringsproces sen. Han har støttet dem konstant, siden projektet begyndte.
He asked the consultants forno guarantees other than their ability to pilot the process of change. He has given them his constant support since the project started.
Personalechefen deltog ikke i projektets indledende planlægning og har hverken fremmet eller hindret dets udvikling.
The personnel manager was not involved in the initial planning of the project and has neither facilitated nor obstructed its development.
Nogle medlemmer af det ledende og tilsynsførende personale var fri stet til at stille sig i vejen for projektet, mens andre udviste en pa triarkalsk og demagogisk eftergivende indstilling, for at "få arbejderne til at udtale sig".
Some members of the managerial and supervisory staff were tempted to obstruct the project, whereas others adopted a paternalistic and
Der er ingen tvivl om, at øverste ledelses gradvise overdragelee af anavaret for projektet til successive hierarkiske trin og systemet med at danne grupper på hvert af disse trin gjorde det relativt nemt at sikre de forskellige horisontale gruppers velvillige deltagelse.
There can be no doubt that the senior management's stage-by-stage delegation of responsibility for the project to successive hierarchical levels and the system of forming groups at each of these levels made it relatively easy to secure the willing participation of the various horizontal groups.
Herigennem und gik man konfrontationer med forskellige former for modstand, som man utvivlsomt ville være kommet ud for i de vertikale grupper, hvor der vil le have været en konflikt mellem de forskellige værdisystemer.
This avoided confrontation with various forms of resistance to participation which would undoubtedly have been met with in vertical groups, in which different systems of values would have come into conflict.
Eftersom alle trin, ledelse, tilsynsførende personale og arbejderne på værkstedsgulvet, var involveret i projektet, og eftersom de alle havde modtaget instruktioner i de samme analytiske metoder, blev møderne med en valgt gruppe af repræsentanter for alle trin - værkstedsudvalget -gjort meget nemmere på grund af den kendsgerning, at de alle var vant til at arbejde henimod samme mål ved hjælp af samme metoder.
Since all levels of management, supervisory staff and shopfloor workers were all involved in the project and since they had all received instruction in the same analytical methods, the meetings of a select group of representatives of all levels - the workshop committee - were greatly facilitated by the fact that they were all accustomed to working towards the same aims and using the same methods.
På lignende måde var engagementet blandt andre arbejdstagere, der ikke var medlemmer af værkstedsudvalget, et effektivt middel til at reducere modstanden fra arbejdere, der eventuelt kunne stille sig hindrende i vejen for projektet.
Similarly, the involvement of other employees who were not members of the workshop committee was an effective means of reducing resistance from those in a position to be obstructive.
Selskabet havde planlagt uddannelsesprogrammet for personalet, før det planlagde projektet.
The company had planned the training programme for the personnel before planning the project.
Det var derfor ikke muligt at finansiere uddan nelsessiden af projektet af den lovbestemte tildeling på 1%,
Consequently it was not possible to finance the training part of the project out of the 1% statutory appropriation.
Som chef for en af selskabets fabrikker var værkstedslederen ikke bemyndiget til selv at træffe beslutning om projektets finansiering, I marts 1977 opnåede han selskabets generaldirektørs bemyndigelse under forudsætning af, at man fik et tilskud til dækning af konsultationsudgifterne til uddannelsen fra FACT (fondet til forbedring af arbejdsvilkårene), kårene),
As head of one of the company's plants, the works manager was not empowered to take the decision on the financing of the project by himself.
I juni 1977 modtog man et FACT-Formation tilskud til dækning af udgifterne til konsulenterne, der beløb sig til mere end en trediedel af uddannelsesprogrammets samlede omkostninger, og selskabet skulle således kun dække udgifterne for sin egen involvering, d.v.s. timerne, personalet tilbragte på møder og i uddannelsesklasser.
In March 1977 he obtained authorization from the managing director of the company, on condition that a subsidy to cover the training consultancy costs was obtained from the FACT (fund for the improvement of working conditions).
Herudover er der sket ændringer i klassificeringen af de forskel­lige individuelle arbejdsstationer og arbejdsstationerne til tætningsinspektion.
A FACT-Formation subsidy was obtained in June 1977 to cover the consultants' account, which was more than a third of the total cost of the training programme, so that the company only had to meet the cost of its own involvement, ie the hours spent by the personnel at meetings and training sessions.
Der er også udviklet en vis form for gensidig udskiftning mellem arbejdsstationerne.
Changes made in relation to the initial organizational and sociotechnical situation
Endelig - og det er uden tvivl det vigtigste resultat - er der sket psykologiske og arbejdskulturelle ændringer.
Given the very principle of action-research, no predetermined organiz­ational model has been induced.
Det er stadig vanskeligt at måle disse, men de har gradvis udviklet sig til nye adfærdsmønstre, I almindelighed er kommunikationerne mellem de enkelte og grupperne blevet bedre.
As the project is still in progress, the changes are yet to come rather than already implemented.
Tilbageholdelsen af informationer er praktisk talt for­svundet. Følelsen af at høre til et hold fornemmes klart.
However, it is clear that the workshop is moving in the direction of organization which allows the shopfloor workers a large measure of autonomy.
Det ledende og tilsynsførende personale har ændret sig fra at ind­tage en autoritær og patriarkalsk holdning til større modtagelighed og villighed til at anerkende fordelen ved de nye færdigheder på værksteds­gulvet.
The technical modifications devised by the shopfloor workers over the past year have already been referred to above in the description of the various phases of the project.
De har dog ikke desto mindre vanskeligheder med at finde sig selv og vakler mellem at "slutte sig til arbejderne på værkstedsgulvet" eller "blive ved med at være chef".
They may be summarized as follows: ergonomie modifications to production and assembly work stations ; modification of plant and equipment: noise insulation in the tubing section, installation of new welding benches, modification of bending machines, installation of height-adjustable pallets for packages of different sizes; new lighting, resurfacing of the floor in the panel-pressing section; improvement of trolleys in the panel-pressing section.
Værkstedets arbejdere har udviklet sig fra en fatalistisk indstilling til arbejdsvilkårene til en fornemmelse af autonomi, ledsaget af en bedre forståelse af magtstrukturen.
In addition, there have been changes in the classification of various individual work stations and the sealing inspection work stations. A degree of interchangeability between work stations has also been developed.
Arbejdsrelationernes klima har oplevet en betydelig forbedring.
In general terms, better communications between individuals and groups have developed.
Forsømmelserne lader til at være gået ned.
The withholding of information has virtually disappeared.
Værkstedets produktivitet ser ikke ud til at være ugunstigt påvirket.
The feeling of belonging to a team is clearly perceptible.
Vi har dog ikke modtaget statistiske data vedr. disse punkter.
The managerial and supervisory staff have changed from an authoritarian
UDDANNELSE OG UDVIKLING AF SEMI-AUTONOME ARBEJDSGRUPPER I EN AFDELING AF ET FORSIKRINGSSELSKAB
They are nevertheless experiencing difficulty in finding themselves, wavering between "joining the shopfloor workers" and "remaining a boss".
Uddannelseskonsulenten i dette eksperiment var hr, Michel Guillon, der repræsenterede CEGOS-IPPSO, 33 Quai Gallieni, 92150 Surenes, CEGOS-IPPSO er en del af CEGOS-gruppen, der specialiserer i psyko-sociologisk konsultation og uddannelse for organisationer,
The shopfloor workers have progressed from a fatalistic attitude to their working conditions to a feeling of autonomy accompanied by a better understanding of the power structure.
Vi henviste også til flere af selskabets interne dokumenter og til en artikel, der var offentliggjort af konsu­lenten: Michel Guillon, "Comment des employés de bureau ont pu changer leur monde". Revue Hermès, bind 5, nr, 2, 1978, s, 36 til k2.
The workshop's productivity does not seem to have been adversely affected.
Dette tilfælde drejer sig om en overgang fra en Taylorieeret kon­tororgan i eat i on til en ny form for organieation, der er baeeret på semiautonome grupper.
This is a case of the transition from Taylorized office organization to a new type of organization based on semiautonomous groups.
Ændringen havde indflydelee på både det tekniske system og eyetemet for afdelingene arbejdemarkederelationer.
The change affected both the technical system and the labour relations system in the department.
Uddannelsesprogrammet var ikke blot underordnet projektet, men var kilden, ud fra hvilken ændringen opstod og repræsenterede den vigtigste inspiration til en formåisfri forskning med sigte på introduktionen af nye former for arbejdsorganisation, der var udtænkt og ført ud i praksis af personalet selv,
The training programme was not merely ancillary to the project, but was the source from which change stemmed and provided the main inspiration for action-research aimed at the introduction of a new form of work organization devised and brought into effect by the staff themselves.
I løbet af den funktionelle restrukturering af en afdeling sammen med en ordning vedr, jobberigelse for kontorpersonalet havde øverste ledelse besluttet at arrangere et formelt uddannelseskursus for junior­ledelsen.
In the course of the functional restructuring of a department coupled with a scheme for job enrichment for the clerical staff, the senior management had decided to arrange a formal training course for junior management.
Dette kursus udvidede sig meget hurtigt til at gå længere end den oprindeligt forudsete rækkevidde og udviklede sig efterhånden til en selvundervisningsproces, der arbejdede sig hele vejen ned gennem afdelin­gens hierarki fra junior-ledelsen til tilsynsførende og endelig til kon­toristerne.
This course very rapidly expanded beyond the scope originally envisaged and gradually developed into a selfteaching process which worked its way down the hierarchy in the department, from junior management to the supervisors and finally the clerks.
Uddannelse blev faktisk kanalen for ekeperimentering og forskning vedr, nye former for arbejdsorganisation.
Training actually became the channel for experimentation and research into new forms of work organization.
Selvom selskabet havde sin egen uddannelsesafdeling, tilkaldte det en ekstern konsulent, der var ekspert i uddannelses- og kliniek psykologi.
Although the company had its own training department, it called in an outside consultant, an expert in training and clinical psychology.
Han kendte selskabet i forvejen, idet han havde ledet flere af dets uddannelsesmøder for mellemste ledelse.
He was already familiar with the company, having been in charge of several of its training sessions for middle management.
Han har fulgt alle stadier af ud­dannelsen og eksperimenteringen og har altid modtaget aktiv og betingel­sesløs støtte fra afdelingene leder.
He has followed all the stages of the training and experimentation, and has always received active and unconditional support from the manager of the department.
Uddannelsesprocessen og eksperimenterne forteætter stadig.
The process of training and experimentation is still continuing.
De er begrænset til een afdeling i selskabet.
It is restricted to one department in the company.
Den vedtagne angrebsmåde giver mulighed for stor frihed for deltagernes vedkommende, og indlæringsha­stigheden og assimilationen af arbejdsorganisationen er forskellig fra den ene gruppe til den anden.
The approach adopted allows great freedom to the participants and the pace of learning and assimilation of work organization differs from one group to another.
Af de ti enheder er kun tre hidtil blevet organiseret i semiautonome grupper, der drives langs nogenlun­de sammenlignelige linier.
Out of ten units, only three have so far been organized in semiautonomous groups which operate along fairly comparable lines.
Fagforeningerne og de lovbestemte repræsentative organer har ikke deltaget i projektet og har ikke reageret på nogen måde m.h.t. dets udvikling.
The trade unions and statutory representative bodies have not been associated with the project and have not reacted in any way to its development.
Der er ikke ydet statstilskud til denne uddannelse, idet omfanget heraf har været et sådant, at omkostningerne har været betydeligt høje re end den lovbeetemte tildeling på 1% til videregående uddannelse.
No government subsidies have been provided for this training, the scale of which has been such that the cost has been considerably greater than the statutory 1% allocation for continuing training.
Eksperimentet begyndte henimod slutningen af 1975 på hovedkontoret for et stort fransk forsikringsselskab i Paris-området.
The experiment began towards the end of 1975 at the head office of a large French insurance company in the Paris area.
Kontoret beskæf­tiger ialt 1.500 mennesker.
The total number of staff at this office is some 1,500.
Eksperimentet er begrænset til afdelingen for enkeltforsikringer, som dækker en hel etage i bygningen med et personale på 170, der hoved­sageligt er kvinder og hvis alder varierer fra 20 til 60 år.
The experiment is confined to the personal insurance department, which occupies an entire floor of the building and has a staff of 170, mostly women, whose ages range from 20 to 60.
Afdelingen for enkeltforsikringer ledes af en afdelingschef og tilstås relativ auto­nomi af øverste ledelse.
The personal insurance department is headed by a manager and is allowed relative autonomy by the senior management.
Indtil 1975 var afdelingen organiseret i fem sektioner efter specia­liserede produktions- og administrationsfunktioner, strengt opdelt i sektioner: udarbejdelse af bilforsikringspolicer, udarbejdelse af brandforsikringspolicer, administration af bilforsikringspolicer o.s.v.
Until 1975 the department had been organized in five sections corresponding to specialized and completely compartmentalized production and administra­ tion functions: production of motor insurance policy papers, production of fire insurance policy papers, administration of motor insurance policy paper s etc . .
Efter deres egne udtalelser var kontoristerne i disse funktionelle afdelinger "pennesiikkende specialarbejdere".
The clerical workers in these functional sections were, in their own words,
De arbejdede i grupper à ca. halvtres og udførte de samme relativt specialiserede, men elementære, snævre og monotone arbejdsopgaver under strengt tilsyn.
They worked in groups of about fifty, carrying out the same relatively specialized, but elementary, narrow and repetitive tasks under close supervision.
De individuelle arbejdsopgaver varede sjældent længere end ti minutter.
Individual tasks rarely took longer than ten minutes.
Hverken kontori­ster eller deres tilsynsførende var i stand til at få et alment indblik i den komplette behandling af en sag, fordi produktionsfunktionerne (policeudkast) og administrative funktioner (den herefter følgende ekspedition af policerne) var adskilte.
Neither the clerks nor their supervisors were in a position to obtain an overall view of the complete handling of a case because the production functions
Kontoristerne så heller ikke resultaterne af deres arbejde, eftersom kontakterne med agenter eller kunder hvilede hos de tilsynsførende eller afdelingens leder,
Nor did the clerks see the results of their work, since liaison with agents or clients was the prerogative of the supervisors and the section head.
Kommandofølgen var yderst hierarkisk: afdelingens leder, tilsyns­førende, kontorister.
The line of command was very hierarchiζed: section head, supervisors, clerks .
Den tilsynsførendes rolle bestod i at tildele job og kontrollere kontoristernes arbejde og produktivitet.
The supervisors' role consisted in allocating jobs and monitoring the clerks' work and productivity.
De tilsynsførende kontrollerede kontoristernes arbejde og person­lige ydelsesformularer, som disse skulle føre à jour efterhånden som
The clerks were not allowed to swop jobs, to handle jobs which had not been assigned to them specifically, or even to exchange information among themselves.
70 deres arbejde skred frem. Tidspunkterne, på hvilke de ankom til og for­lod kontoret, blev også strengt kontrolleret.
The supervisors checked the clerks ' work and personal productivity sheets which the clerks had to keep up to date as their work progressed; hours of arrival and departure were also strictly checked.
Uden at have nogetsomhelst ansvar kunne kontoristerne kun udvikle meget begrænset kompetence.
Deprived of responsibilities, the clerks were in a position to develop only very limited competence.
De dygtigste blandt dem, d.v.s. de bedst teknisk uddannede og hurtigste arbejdere, havde mulighed for at blive forfremmet til et tilsynsførende job.
The best of them, i.e. the most technically skilled and fastest workers, could hope to be promoted to a supervisory job.
Lønningerne var lave.
The salaries were low.
De var ikke afhængige af personlige ydelser men af afdelingslederens bedømmelse.
They did not depend on personal productivity, but on the section head's judgement.
De fysiske arbejdsvilkår var nogenlunde gode: masser af plads, god belysning og et godt overblik. Afdelingens arbejdsklima var imidlertid dårligt.
The physical working conditions were relatively good: plenty of space, good lighting, a good view.
Kontoristerne anså mellemste ledelse og det tilsynsførende per­sonale for at være "slavepiskere", og deres reaktion var, at de opførte sig eom "børn", I 1975 var gennemtrækket for pereonalet 2*4%, og forsøm­melserne tegnede sig for over 10%,
The middle managers and supervisors were regarded as "slavedrivers" by the clerks, who reacted by behaving like "kids". In 1975 staff turnover was 24% and absenteeism more than 10%.
Til trods for alt dette var fagforbundenes holdning ikke særlig krigerisk.
Despite everything, there was very little trade union militancy.
Blandt selskabets arbejdstagere som helhed var de fleste med­lemmer af FO; CGT havde nogle medlemmer og CFDT slet ingen.
In the company as a whole, FO has the highest membership, the CGT had a few members and the CFDT none.
Der var ingen arbejdsnedlæggelser undtagen deltagelse i nationale strejker,
There were no stoppages of work, except for participation in national strikes.
I løbet af 1975 havde selskabet reorganiseret andre afdelinger på linie med regionale ordninger, I slutningen af dette år var det afdelin­gen for enkeltforsikringers tur til at blive "regionaliseret" af den øverste ledelse, der samtidigt lovede at fremme personalets jobberigel­se og udnævnte en juniorleder som chef for afdelingen.
During the course of 1975 the company had reorganized other departments on regional lines.
Denne var gået op ad rangstigen og var kendt for at gå ind for en ny form for ledelse.
At the end of that year, the personal insurance department was in turn "regionalized" by the senior management, who at the same time promised to promote job enrichment for the staff and appointed as head of department a junior manager who had come up from the ranks and was known to be in favour of a new style of management.
Ordningens udgangspunkt var øverste ledelses strukturelle reorgani­sation af afdelingen samt et projekt til kontorpersonalets jobberigelse ved hjælp af nye enheder, arrangeret efter regionale retningslinier.
The starting point of the scheme was the structural reorganization of the department by the senior management and a project for enriching the clerical staff's jobs in new units arranged on regional lines.
På samme tidspunkt introducerede selskabet også et system for fleksible arbejdstider med en fleksi-tid på 1 time og ^5 minutter.
Also at this time, the company introduced a system of flexible working hours with a flextime period of 1 hour 45 minutes.
Den strukturelle reorganisation bestod i at erstatte de fem funk­tionelt specialiserede sektioner med ti regionale enheder, i hvilke kon­torister og tilsynsførende fra forskellige afdelinger dannede en gruppe med flerfærdigheder, der var ansvarlig for alle forsikringsdokumentationsopgaver for en given region.
The structural reorganization consisted in replacing the five functionally- specialized sections by ten regional units in which clerks and supervisors from different sections made up a multi-skilled group responsible for the whole range of insurance documentation tasks for a given region.
Ud fra øverste ledelses synspunkt sigtede denne strukturændring, der var motiveret af et ønske om større effektivitet, udelukkende på at ud­vide og berige kontorpersonalets job.
From the viewpoint of the senior management, this change of structure, which had been motivated by a desire for greater efficiency, was aimed exclusively at enlarging and enriching the jobs of the clerical staff.
Man havde forsikret kontoristerne om, at de ville blive i stand til at udvide deres færdighedsområde, men der var ikke tale om at danne autonome grupper.
The clerks had been given an assurance that they would be able to extend their range of skills, but there was no question of forming autonomous groups.
Man holdt fast ved det eksisterende hierarkiske system.
The existing hierarchical system was retained.
De regionale ledere - tidligere sektionsledere eller juniorledere fra andre afdelinger - fik overdraget hvervet med at lede de regionale enheder, der havde mindst to tilsynsførende og syv til tyve kontorister, alt efter antallet af policeindehavere (se diagrammet).
Regional heads - former section heads or junior managers from other de part ments - were put in charge of each regional unit, which had at least two supervisors and seven to ten clerks, depending on the number of policyholders
Afdelingens leder
Head of department
Tilsynsførende
supervisors
Uddannelsesprogrammet
The training programme
Selskabets uddannelsesafdeling havde arrangeret kurser for mellemste ledelse og tilsynsførende i flere år.
The company's training department had been organizing courses for middle management and supervisors for several years.
Man havde dog ikke specifike planer om at berede vejen for den regionale reorganisation af afdelingen for enkeltforsikringer.
However, no specific action had been planned to prepare the way for the regional reorganization of the personal insurance department.