natgillin/translations-raw huggingface dataset:
Patienter i den rutinemæssige kategori taget hjem sammen med overførelser eller udskrivninger fra hospitaler udgjorde resten af arbejdsmønstret.
72 category taken home together with discharge and hospital transfers, completed the work pattern.
Denne tjeneste fungerede som et 24-timers system, skønt der ikke var nogen rutineture om natten.
This service operated as a twenty-four hour system, although there were no routine journeys at night.
De fleste ambulancefolk arbejdede parvis, men meget af rutinearbejdet på de større stationer blev udført af ambulancer med 1-mandsbetjening.
Most ambulancemen operated in pairs, but much of the routine work in the large stations was handled by one-man ambulances.
Officielle meddelelser viste, at der i årets løb i hele området blev transporteret ca. 600.000 patienter, af hvilke omkring 25.000 var nødstilfælde.
Official statements showed that about 600,000 patients were carried in the whole area during a year, of which some 25,00 0 were emergencies.
Forskerne tilbragte selv en dag på ture; til deres overraskelse fandt de dem kedsomme snarere end spændende.
The researchers spent a day on the journeys themselves; to their surprise they found it boring rather than exciting.
Dette var fordi deres dag på tur var ganske som de fleste dage, som ambulancefolkene arbejdede - næsten altsammen planlagt rutinearbejde med kun meget få nødudkald.
This was because their days on the job were like most of the days ambulancemen put in - nearly all routine planned work, with emergencies occurring only very infrequently.
De bemærkede, at der var en hel del spildtid, som opstod på grund af ventetid, der ikke kunne bruges af ambulancefolkene på nogen tilfredsstillende måde.
They noted that there was a lot of idle time resulting from waiting about which could not be filled in by ambulancemen in any satisfactory way.
Forskerne oplevede også noget af den følelse af frustration.som ambulancefolk klager over.
The researchers also experienced some of the feelings of frustration ambulancemen complain about.
Ved dagens slutning var det tydeligt nok, at det var muligt at sidde fast i en trafikknude på vejen til en patient.
Also, at the end of the day it was all too apparent to them that it was possible to get stuck in a traffic-jam on the way to a patient.
Hvis føreren da også blev "plaget" af kontrollører, kunne den resulterende frustration være intens.
If then the driver was 'harassed' by Control, the resulting frustration could be intense.
Forskerne formidlede nogle af disse oplevelser til ledelsen.
The researchers fed back some of these experiences to Management.
Kontrolcentralen var organiseret i tre afdelinger:
Central Control was organized into three departments:
(b) Planlægnings- - afdeling tildelingen af ambulancer for patient­ture, der er kendt forud. Dette var en opsættelig aktivitet.
the allocation of ambulances for patient journeys known in advance.
Planer kunne ændres, efterhånden som information blev modtaget.
Plans were subject to change as information came in.
Turinformation afsendtes forud med fjernskriver, og ændringer, der skete i sidste øjeblik, blev meddelt fra kon­trollører til ambulancestationen pr. telefon.
Journey infor­mation was sent by telex to stations in advance and last minute changes were communicated fromC ontrol to the ambulance station by telephone.
(c) Direkte kontrol- denne afdeling modtog opkald fra læger, hospitaler, politi og offentligheden af en uopsættelig eller kriseagtig natur. Kontrollører gav da telefoniske instrukser om hastetilfælde eller via radiotelefon direkte til ambulancer i forbindelse med telefoniske nødopkald.
- this section received calls from doctors, hospitals, police and the general public of an urgent or emergency nature.
Ved modtagelse af en anmodning om tjeneste, indførte kontrollører denne på en blanket med angivelse af tidspunktet for dens fremsættelse.
On receiving a request for services, controllers entered this on a form with a record of the time it was made.
Disse blanketter blev givet til overkontrolløren, der stemplede dem og også anførte, hvilken indsats, der skulle gøres, af hvem og tidspunktet. Der fandtes ingen oversigtstavle, som kunne vise ambulancers geografiske placeringer. Ifølge officiel procedure skulle ambulancefolk meddele kontrollører, så snart de var ledige.
These forms were passed to the Chief Controller who stamped them and also indicated what action was to be taken, by whom, and the time.
Nogle kontrollører havde mistanke om, at ambulancefolk, især fra station A,undlod at iagttage dette krav.
Some controllers suspected that ambulancemen, particularly from Station A, frequently failed to conform to this requirement.
På den anden side hævdede ambulancefolkene, at sådanne undladelser var fåtallige, og at kontrollører havde tendens til at "miste" information. Det indrømmedes imidlertid, at ambulancer ved ankomst til hospital somme tider blev efterladt uden tilsyn, mens besætningerne gik til te og således ikke kunne opretholde radiokontakt.
The ambulancemen, on the other hand, claimed that such failures were infrequent and that Control tended to 'lose' informa­ tion.
Ved modtagelse af telefoniske nødopkald udsendte kontrollører generelle radionødopkald med anmodning om svar fra ambulancebesætninger.
On '999' calls Control sent out general emergency radio calls inviting crews from any ambulances to respond.
Nogle kontrollører syntes,at ambulancer fra andre stationer - i nabolaget af station A - snarere ville svare end dem fra station A selv.
Some controllers felt that ambulances from other stations - on the periphery of Station A - were more likely to reply than those from Station A itself.
En anden karakteristik var et højt niveau af uafhængighed blandt ambulance­folkene på station A. Denne blev formidlet af de fire tillidsmænd, der opretholdte et effektivt samarbejde.
Another characteristic was the high level of self-management amongst the ambulancemen at Station A. This was mediated by the four shop stewards who maintained an effective working partnership.
Det var de fire tillidsmænd, der fastlagde de normer, der bestemte, hvad en dags rimelige arbejdsindsats var.
It was the four shop stewards who set the norms which determined what was a fair day's work.
De overvågede gruppenormen.
They monitored the group code.
De kontrollerede også overtid, vågede nidkært over den 5-dages uafbrudte arbejdsuge og gjorde stor modstand imod arbejde på hviledage.
They also controlled overtime, jealously guarding the five consecutive day work system and being very resistant to rest-day working.
De sørgede for, at der kun blev arbejdet overtid på en mands tjenestedag, når hans arbejdsperiode kunne forlænges med fire timers overtid, og de opretholdt deres eget system, der skulle sørge for, at alle ambulancefolk havde lige ret til eventuel overtid.
They ensured that overtime was only worked on a man's duty day when his work period could be extend- ded by four -hours overtime and they maintained their own system for ensuring that all ambulancemen had an equal right to overtime when available.
På den anden side var ledelsen ved andre stationer i stand til at få funktionærerne til at arbejde på hviledage, hvis bemandingsforhold krævede det.
On the other hand, at other stations the management were able to get the staff, to work on rest-days if manning required it.
Før ambulancefolk blev udstationeret, blev de uddannet på det regionale uddannelsescenter.
Before being posted to a station»ambulancemen were trained at the
Vægten blev her især lag på førstehjælp og patientens ophold i en livsfarlig situation.
The emphasis was primarily on first-aid and support of the patient in a life-threatening situation.
Der blev også afholdt ledelses- og efteruddannelseskurser af forskellig slags.
Also, management and refresher courses of various kinds were provided.
De fleste, men ikke alle kontrollører havde tidligere gjort tjeneste som ambulancefolk, så de var klar over, hvad denne rolle indebar.
Most, but not all, of the controllers have previously served as ambulancemen, so that they knew what this role entailed.
Forfremmelse fra rangen som ambulance­folk skete enten via senior ambulancefører til stationsleder, hvor der kun var få ledige stillinger, eller i kontrolafdelingen, hvor der var mange muligheder, men kun få der var interesseret i dem (i hvert fald hvad station A angik).
Promotion from the rank of ambulancemen was either via Leading Ambulanceman, to Station Officer where vacancies were few, or into Control where there were many opportunities but which few people seemed attracted to (at least as far as Station A was concerned)
"Gennemtræk", sygdom og fravær fremstod aldrig som alvorlige problemer under studiet.
Labour turnover, sickness and absenteeism never emerged as severe problems during the course of the study.
Folk tog dog fra tid til anden deres afsked fra tjenesten, og dette voldte ofte problemer med nyansættelser, som de lave lønninger uvægerligt fik skylden for.
People did leave the service from time to time and this often caused replacement problems, for which the low level of pay was invariably blamed.
Skønt ambulancefolk beklagede sig over deres lønninger, blev spørgsmålet alligevel ikke taget op med ledelsen på station A, i nogen grad fordi lønforhøjelser blev fastlagt på landsbasis og ikke kunne påvirkes af den lokale ledelse.
Yet while ambulancemen grumbled about their pay, this was not raised as an issue with management at
Alle parterne var underkastet skikke og procedurer, der blev fastlagt på meget højere planer i rangsystemet.
Station A, partly perhaps because increases were determined at national
Hvori bestod karakteristikkerne af leverandørsystemet?
What were the characteristics of the supplier systems?
Hvordan var de fysiske arbejdsforhold?
What were the physcial conditions of work like?
Hvad syntes selskabets fremtid at være?
What kind of future did the Company appear to have?
Skønt tjenestens hovedformål var at transportere patienter fra hjem (eller fra et ulykkessted) til hospital og tilbage, var der andre og mindre ind­lysende opgaver.Uhdertidenvar omstændighederne tragiske, og skønt både kontrollører og ambulancefolk påstod, at de satte patienters velfærd højere end noget andet, havde ambulancefolk - sandsynligvis som et forsvar imod ængstelse - en tendens til at spøge om tildragelser i disse situationer.
Although the primary aim of the service was to transport patients from home (or from the site of an accident) to hospital and back, there were other, less obvious, tasks. Sometimes the circumstances were tragic and while both controllers and ambulancemen claimed that they put the welfare of patients before other considerations, ambulancemen - probably as a defence against anxiety - tended to joke about occurrences in these situations.
Dette var ikke velset af kontrollører, der syntes, at man kunne opretholde en mere fejlfri præstation, hvis sagerne blev behandlet lidenskabsløst.
This was not welcomed by controllers who felt that a more error-free performance would be maintained if matters were handled dis­ passionately.
Kontrollørerne var også underkastet pres, idet man var motiveret af ønsket om at sikre, at nødstedte patienter kom under lægebehandling hurtigst muligt.
The controllers were also under tension being driven by the desire to ensure that emergency patients were accorded medical treat­ ment as soon as possible.
Ambulancefolk syntes, at kontrollører var for beredvillige over for dem, der anmodede om tjeneste, uden hensyn til de problemer, som dette kunne skabe for ambulancefolkene.
Ambulancemen felt that controllers responded too readily to those requesting service and without regard to the problems this might pose for ambulancemen.
Begge grupper havde forskellige opfattelser af værdien af disciplin og myndighed.
Both groups had different perceptions of the value of discipline and authority.
I praksis var bekymring for patienters velfærd noget mere begrænset, når situationen ikke var presserende.
76 limited when the situation was not urgent.
For at udnytte ressourcer bedst muligt kunne arrangementerne, der blev foretaget for at transportere patienter til hospitalet, være yderst ubelejlige.
In order to make the most use of resources the arrangements made for patients to be transported to the hospital could be most inconvenient.
De kunne blive taget til hospitalet kl. 9 om morgenen (til en aftale kl. 11), og det var ikke umuligt, at de ikke ville blive taget hjem igen før kl. 16.
They might be taken to hospital at 9 a.m. ( for an appointment at 11 a.m.) and it was not impossible that they would not be returned home until 4 p.m.
Under disse omstændigheder fandt nogle patienter andre midler til hjemtransport uden at meddele ambulancefolkene, der ikke var sikre på, hvor de var, og brugte nogen tid til at søge efter dem.
In these circumstances some patients found alternative means of returning home without giving notice to the ambulancemen who were then uncertain as to where they were and spent some time looking for them.
Disse situationer medførte spænding mellem ambulance­folk og offentligheden.
These situa­ tions led to tension between ambulancemen and the public.
Fysiske arbejdsforhold var stort set ikke et stridsspørgsmål for hverken ambulancefolk eller kontrollører.
Physical conditions of work were on the whole not a bone of contention for either ambulancemen or controllers.
På grund af naturen af presserende og krisebetonet arbejde, der tilsammen havde tendens til at nå spidsbelastning omkring ved middagstid, fandt alt personale det vanskeligt at holde frokostpause.
However, because of the nature of urgent and emergency work which together tended to peak around midday, all staff found it difficult to get a lunch break.
54 ved at tage madpakke med på arbejde og tage en bid ind imellem opgaverne.
For control staff this was met by bringing sandwiches to work and snatching bites on the job.
Ifølge sagens natur (dvs. ambulancekørsel) måtte ambulancefolk ofte udsætte deres spisepause, indtil presserende arbejde var blevet færdigt.
Ambulancemen, by the very nature of their tasks (e.g. driving) were frequently forced to postpone a meal break until urgent work had been cleared.
For folkene på station A syntes det, som om kontrolafdelingen altid fandt mere hastearbejde, der skulle gøres i pauserne.
To the men in Station A, it seemed that Control were always finding more urgent work to be done at break times.
I løbet af de sidste to eller tre år var der tegn på, at arbejdsbyrden var blevet betydeligt forøget, især i forbindelse med rutinearbejde, der involverede transport af de svagelige ældre til dagplejecentrer, men der havde ikke været nogen tilsvarende forøgelse af enten personale eller køretøjer.
Over the past two or three years, there was evidence that the work load had increased particularly routine work involving the transport of the frail elderly to day care facilities, but there had been no commensurate increase either in'staff or in vehicles.
Disse begivenheder var indtruffet på et tidspunkt, da regeringen havde forsøgt at stramme de offentlige udgifter.
These events had occurred at a time when the Government had been attempting to reign-in public expen­ diture.
De fleste ansatte i sundhedsstyrelsen ser i øjeblikket deres egen fremtid som noget spartansk.
At,present, most employees of the National Health Service see themselves as having a somewhat austere future.
Den sociale etos er dyster, og ambulancetjenesten er på ingen måde fritaget fra dette.
The social ethos is gloomy, and the ambulance service is by no means free from this.
Så snart man var enedes omprojektarrangementet, sendte ambulancetjenestens chefen bekendtgørelse om forslaget til dem, der ville blive involveret, hvorefter forskerne begyndte deres arbejde.
Officer sent an announcement of the proposals to all those who were to be involved, and the researchers began work. After being shown round the building, the researchers joined the first meeting of the Steering
Da de var blevet vist omkring i bygningen, sluttede forskerne sig til forretningsudvalgets første møde, der især gik med, at de forskellige parter slyngede beskyldninger efter hinanden.
Committee which was mostly taken up by the various parties shouting recriminations at one another.
Forskerne tog også dokumenter bort og begyndte at bearbejde statistikkerne med henblik på at undersøge gyldigheden af den faste tro, som ambulance­folkene på station A havde om deres høje præstationsniveau på trods af det,der blev sagt i kontrolafdelingen.
The researchers also took away documents and began to work on the statistics with a view to exploring the validity of the strongly held belief of ambulancemen at Station A that they per­ formed at a high level, in spite of what was being said in Control.
De begyndte også på samtaleprogram­met,! da man anså den første prioritet for at være de indbyrdes forhold mellem mennesker snarere end statistikker; på et senere tidspunkt gjorde de dog en indsats på det statistiske område, da de mente, at dette kunne blive det udtryksmiddel, som parterne kunne arbejde sammen om og dog opretholde et tåleligt, følelsesmæssigt klima.
They also began the interviewing programme, as they judged that the first priority was the human relations aspects rather than the statistics: they did however put some effort in later to the statistical work, since they felt that this could be the vehicle by which the parties could work together and yet maintain a tolerable emotional climate.
At der faktisk eksisterede stærke
That strong differences of opinion existed between controllers and ambulancemen, they soon discovered was irrefutable.
Forskerne mente endog at kunne mærke ubetydelige ændringer i radiooperatørers stemmer, når de talte til folk fra station A, i modsætning til dem fra andre stationer.
78 un-cooperative responses of those from Station A.
Naturen af konflikten mellem kontrollører og ambulancefolk var ikke let at forstå.
The nature of the conflict between controllers and ambulancemen was not easy to understand.
Således var kontrollørerne "funktionerer",og ambulancefolkene var "arbejdere"; dog kunne rangforskelle alene ikke forklare den herskende modvilje, da forholdene var tilfredsstillende mellem kontrollører og ambulancefolk fra andre stationer i området.
For instance, the controllers were 'white-collar' staff and the ambulancemen were 'blue-collar' staff; status differences alone, however, could not account for the prevailing antipathey since relationships were satisfactory between Control and ambulancemen from the other stations in the Area.
Desuden havde der eksisteret gode forhold, da disse samme kontrollører havde delt den samme bygning med ambulancefolkene fra station A. Som ambulancefolkene udtrykte det: "I de gamle dage plejede vi at have vore uenigheder med vor egen kontrol­afdeling, men der var mere villighed til at give noget for noget. Hver side ville respektere den andens synspunkt".
In addition, good relationships had existed when these same controllers had shared the same building with the ambulancemen of Station A. As the ambulancemen put it: "In the old days, we used to have our rows with our own Control, but there was more give-and-take.
En anden administrativ ændring, som forskerne havde hørt havde voldt utilfredshed, var indførelsen af en "rangstruktur" - en udvikling hen imod et rangmæssigt forfremmelsessystem baseret på jobvurdering og i sammenhæng med aflønning.
Another administrative change which the researchers heard had caused dissatisfaction was the introduction of a "rank structure"- a move to a hierarchical promotion system based on job evaluation and related to pay.
Station A mente, at deres personale klarede sig dårligt i denne operation i sammenligning med andre stationer.
Station A felt their staff fared badly in this exercise compared with other stations.
En hyppig klage var, at kontrollørerne (bortset fra dem der blev forflyttet fra station A) ikke var fortrolige med stedets geografi, og instrukser derfor hyppigt var fejlagtige.
A frequent complaint was that the contollers (other than those removed from Station A) were not familiar with the geography of the location and»therefore, instructions were frequently dysfunctional.
Forskerne fik det indtryk, at radiokummunikations upersonlige natur - især ved formel brug - også var en faktor, der forøgede "afstanden" mellem ambulancefolk og kontrollører.
The researchers felt that the impersonal nature of radio communication - especially if used formally - was also a factor in reinforcing "distance" between ambulancemen and controllers.
Ved afslutningen af den orienterende fase, der varede to måneder, udarbejdede forskerne notater til en kort rapport, der skulle aflægges af forretnings­udvalget.
At the end of the exploratory phase, which lasted two months, the researchers
Hvordan klaredes kommunikation mellem de involverede interessegrupper og forskerne?
How vías communication managed between the interest groups involved and the researchers?
Hvordan udviklede forholdet sig mellem forsker og klient­gruppe?
How did the relationship between researcher and client groups develop?
Fra tid til anden aflagde forskerne rapport til forretningsudvalget. Dette arrangement fungerede godt.
From time to time, the researchers reported back to the Steering Committee.
Da dette udvalg afholdt møde i marts 1978, enedes man om, at der skulle være en række fælles diskussionsmøder bestå­ende af folk fra ambulancestation og kontrolcentral.
At a meeting of this Committee in March 1978 it was agreed that there should be a series of joint forums comprising men from the ambulance station and control centre.
Hensigten med disse møder var at gøre det muligt for medlemmerne af de to sider - bortset fra forretningsudvalgets medlemmer - at mødes og tale om deres problemer og forsøge at løse dem uden indblanding af enten ledelse eller forskere.
These forums were intended to provide opportunities for members of the two sides - other than the Steering Committee members - to meet and talk about their problems and to attempt to resolve them without the intervention of either manage­ ment or the researchers.
Bortset fra indledende diskussioner til at assistere med planlægningen og udstede nogle retningslinier til hjælp for forretningsudvalgets medlemmer ved ledelse af møderne tog forskerne ingen del i diskussionsmøderne.
Apart from initial discussions to assist in the planning and issuing of some guidelines to help Steering Committee members to chair the meetings, the researchers took no part in the forums.
Forskerne betragtede sig som ressourcer for klientgruppen snarere end dens ledere.
The researchers saw thenselves as resources to the client group, rather than its leaders.
Mødet i marts viste sig at være det mest konstruktive til dato.
The March meeting proved to be the most constructive to date.
Der blev også foreslået tre andre initiativer:
Three other initiatives were also proposed:
(a) udviklingen af en oversigtstavle, der viser ambulancers opholdssteder, mens de er i funktion,
(a) the development of a visual display board showing the location of ambulances as they went about their work.
(b) et forsøg på at reducere belastningen på station A ved at undersøge rekvireringssituâtionen hos de henvisende læger og hospitaler,
(b) an attempt to reduce the load on Station A by exploring the request situation with the referring doctors and hospitals.
(c) en mere beslutsom og vedvarende indsats på at udvikle mere betydningsrelevante præstationsstatistikker.
(c) a more determined and sustained effort to develop meaning­ful performance statistics.
Det primære problem vedrørende forholdet mellem kontrolafdeling og station A forblev, hvilket også var tilfældet med det sekundære problem vedrørende præstationsnormer.
The primary relationship problem between Control and Station A remained, as did the subsidiary problem of performance standards.
Forskerne påpegede også en anden side af driftssitua­tionen, nemlig at systemet søgte at yde ubegrænset tjeneste med begrænsede ressourcer.
The researchers also pointed to another aspect of the operating situation, namely that the system was attempting to provide an open-ended service but with limited resources.
De foreslog, at forretningsudvalgets medlemmer skulle overveje, hvad dette betød.
They invited members of the Steering Committee to consider the implications of this.