natgillin/translations-raw huggingface dataset:
I betragtning af, at tillidsmændene er fødte medlemmer i SU, kan man sige, at samarbejdsudvalget er tillidsmændenes koordinerede kontaktorgan med ledelsesrepræsentanterne.
Considering the fact that shop stewards are ex-officio members of the cooperation committee, it may be said that the latter is the shop stewards ' coordinating contact agency in relation to the management representatives.
Når så tillidsmands institutionen på en meget stor del af det danske arbejdsmarked har en 80-årig tradition bag sig, skulle man forvente et godt gennem prøvet og fungerende apparat til varetagelse af arbejdernes og funktionærernes indflydelse på beslutningerne i danske virksomheder,
Since the shop steward system has an 80-years tradition behind it with regard to a very large part of the Danish labour market, one might expect it to be a well-tried and efficiently operating system for safeguarding the influence of manual workers and salaried employees with respect to decisions made in Danish concerns.
Det skal nævnes, at traditionen med tillidsmænd og samarbejdsudv valg, inden for det,der her kaldes servicesektoren, er betydelig kortere.
It should be pointed out that the tradition concerning shop stewards and cooperation committees is considerably shorter in firms that come under the heading of the service sector.
Her er også kun én plads i SU stillet til rådighed for tillidsmændene, mens de (oftest) to andre pladser besættes af direkte valgte repræsentanter fra andre personale-grupperinger i virksomhederne. (F.eks. personaleforening).
In these there is only one seat in the cooperation committee for shop stewards while the other two seats are (in most cases) filled by directly elected representatives from other staff groups in the firms (such as staff associations).
Vurderingen af SU er baseret på de samme spørgsmål som vurderingen af repræsentationen i A/S-bestyrelsen.
For the purpose of assessing the function of the cooperation committee we asked the same questions as we posed in connection with the board of directors.
Undersøgelsens resultater er præsenteret i tabel 3, hvor vurderingen af SU og A/S-repræsen-tationen kan sammenlignes.
The results of our study are set out in Table 3, where the assessments in relation to both these bodies can be compared.
Tabellen viser, at der helt entydigt er en forskel på vurderingen af repræsentationen i SU og i A/S-bestyrelsen.
The table shows that there is a quite unambiguous difference between the assessment of representation in the cooperation committee and on the board.
Repræsentanternes indflydelse i SU er- om ikke meget - så dog større end i A/S-bestyrelsen, og den enkelte oplever sin indflyd else gennem sin repræsentant som værende større.
The influence of representatives in the cooperation committee is, if not much greater, then at least greater than it is on the board and the individual respondent regards his influence as exercised through his representative as greater.
Det samme forhold gør sig gældende for interessen for samarbejdsudvalgets arbejde,
The same applies to interest in the work of the cooperation committee and the respondents are also more willing to stand for election to the cooperation committee.
31 og der er også større villighed til at lade sig stille op til valg til samarbejdsudvalget. Den mest markante forskel mellem A/S-bestyrelsen og SU er informationsniveauet.
The most pronounced difference between the board of directors and the cooperation committee is the level of information.
Der er lidt bedre adgang til SU-repræsentanterne, og man kontakter oftere sine repræsentanter i SU end i A/S-bestyrelsen.
Representatives in the committee are rather easier to get in touch with and respondents contact their cooperation committee representatives more often than they do those on the board.
På grundlag af de her refererede resultater kunne det forventes, at der var en større tilfredshed med samarbejdsudvalgets funktion, end tilfældet er.
On the basis of the results described here it might be expected that there would be greater satisfaction with the function of the cooperation committee than is actually the case.
Man mener i stort omfang, at det er de rigtige, der er valgt som repræsentanter til begge organer, men der er dog flere, der finder, at deres interesser bedst er repræsenteret i samarbejdsudvalget end i A/S-bestyrelsen.
The general opinion is that the right people have been elected as representatives on both bodies but there are however some respondents who consider that their interests are better safeguarded in the cooperation committee than on the board.
Dette kan formodentligt forklares ved, at der er bedre sammenhæng mellem repræsentanter (tillidsmænd) og repræsenterede (især arbejdere i metalsektoren) i samarbejdsud valget, end det er tilfældet for A/S-bestyrelsens vedkommende.
This may probably be explained by the circumstance that there is better collaboration between representatives (shop stewards) and the represented (especially workers in the metal sector) in the cooperation committee than is the case with the board.
Samarbejdsorganernes konsekvenser
Consequences of the cooperation bodies
I det foregående har vi set på repræsentationsordningen i A/S-bestyrelsen og samarbejdsudvalget.
In the previous section we have considered the representation arrangement as applicable to the board of directors and the cooperation committee.
Når der i det følgende tales om samarbejdsorganer, drejer det sig desuden om tillidsmandsinstitutionen, og hvad der ellers er etableret i de enkelte virksomheder.
Where in what follows we discuss cooperation bodies, we also refer to the shop steward system and other bodies that may have been set up in individual firms.
Det, vi skal se på, er, hvilke konsekvenser disse samarbejdsorganer har haft på en række forhold omkring "kommunikation", "indflydelse", "beslutningsprocessen" og "gensidig for ståelse" mellem parterne i virksomhederne. (Se tabel 4).
What we are to consider are the consequences which these cooperation bodies have had on a number of circumstances relating to "communication", "influence", "the decision-making process" and "mutual understanding" between the various parties in firms.
Samarbejdsorganernes tilstedeværelse har for et stort flertal be tydet en bedre kommunikation mellem ansatte og ledelse.
The existence of cooperation bodies has for a large majority meant improved communication between employees and management.
Man har fået bedre muligheder for at få sine synspunkter ført frem og har adgang til at få oplysninger om arbejdspladsen.
There are better opportunities for presenting one's viewpoints and employees have access to information about the place of work.
Dette har givet en større gensidig forståelse og tillid mellem ledelse og ansatte.
This has resulted in greater mutual understanding and confidence between management and employees.
Beslutningsprocessen i virksomhederne er efter de flestes mening ikke blevet langsommere ved samarbejdsorganernes mellemkomst, og det er blevet nemmere at acceptere trufne beslutninger.
In the opinion of most employees the decision-making process has not been slowed down as a result of the intervention of cooperation bodies and it has become easier to accept decisions made.
På denne baggrund mener 2/3 af de adspurgte, at de ansatte har fået større indflydelse som en konsekvens af samarbejdsorganernes virksomhed.
In the light of this, two-thirds of the respondents feel that employees have got more influence as a consequence of the work of cooperation bodies.
Det er dog tvivlsomt, om denne indflydelse er reel eller blot tilsyneladende.
It is however doubful whether this influence is real or only apparent.
Tvivlen understreges af, at kun ca. 1/3 af de adspurgte mener, at samarbejdsorganernes tilstedeværelse og funktion har skabt større ligestilling med hensyn til fordeling af magt mellem de ansatte og ledelsen.
The doubt is underlined by the fact that only about a third of the respondents find that the existence and function of cooperation bodies have resulted in more equality with regard to power distribution between management and employees.
Tabel 4 : Samarbejdsorganernes konsekvenser
Table 4: Consequences of the cooperation bodies
- bliver de ansattes interesser fremført bedre
- the interests of the employees are presented in a better way
- har de ansatte opnået større indflyd else
- the employees have obtained greater influence
- tages beslutningerne for langsomt
- the decisions are taken too slowly
- er der kommet bedre gensidig forståelse og tillid mellem ledelse og ansatte
- there has been an improvement in the mutual understanding and confidence between management and employees
- har de ansatte blot fået tilsyneladende og ikke reel indflydelse
- the employees have only got apparent and not actual influence
- er der skabt større ligestilling mbt. magt mellem de ansatte og ledelsen
- greater equality has been created with regard to the power structure between management and employees
1 ) Her er 4 svaralternativer slået sammen til to måske ja/bestemt ja = JA
1) Four alternatives to the answer have been combined into two: perhaps yes/definitely yes = YES
Medarbejderrepræsentationen i A/S-bestyrelsen har tilsyneladende ikke ændret meget ved de etablerede magtrelationer. Dette til trods for, at det var en af de forventninger, der blev stillet, da man stemte om ordningens gennemførelse.
Employee representation on the board of directors has apparently not changed much in the established power structure.
Det væsentligste resultat er, at der er etableret en samarbejdsordning og navnlig en ny gensidig informationskanal mellem kapitalejernes repræsentant er, ledelsen og de ansatte.
The most important result is that an arrangement on cooperation has been established and, more especially, a new mutual information channel between the representatives of the owners of capital, the management, and the employees.
Her må man dog konstatere, at repræsentationen i bestyrelsen til syneladende endnu ikke har fundet sin form, idet der ikke er den store interesse omkring denne repræsentationsform blandt virksomhedernes medarbejdere.
At this point it is probably necessary to point out that representation on the board has apparently not found its correct form since firms' employees do not take a great interest in this type of representation.
Hvad angår samarbejdsudvalget har dette organ fundet en placering på det principielle politikskabende niveau, og det beskæftiger sig navnlig med områder, der direkte har at gøre med den generelle personaleledelse.
The cooperation commi ttee has found its place on the level where policies relating to principles are formulated. It deals in particular with areas that are directly associated with general staff management.
Det har vist sig ikke helt at leve op til de intentioner, der er nedlagt i aftalen herom.
It has failed to live fully up to the objectives laid down in the Agreement relating to this issue.
Af traditionelle, strukturelle og fagpolitiske årsager fungerer det dog bedre i me talvirksomhederne end i servicesektoren.
However, for traditional, structural and trade policy reasons it functions better in the iron and metal-working industries than in the services sector.
Nogen egentlig magtfaktor er samarbejdsudvalget ikke.
It is no real power factor either.
Dog må man sige, at beslutningsgrundlaget på de områder, der ligger inden for dets kompetence, er blevet forbedret, og samarbejdsudvalgets funktion som gensidig informationskanal er givetvis den væsentligste konsekvens.
The basis of decisions has however been improved in those areas within its field of competence and the function of the cooperation committee as a mutual channel of information is undoubtedly the most important consequence.
Ser vi til sidst på samarbejdsaftalens bestemmelser om delegering af beføjelser og ansvar til den enkelte omkring egen arbejdssituation, er der nok sket en del.
If in conclusion we look at the regulations in the Agreement on Cooperation etc. concerning delegation of powers and responsibility to the individual in relation to his or her work situation, it is true that a good deal has been achieved.
Sådan oplever mange det.
That is at least how many see it.
Men i samme omfang, det er sket, er den direkte arbejdslederbeføjelse også øget.
But to the same extent that this has happened, the direct powers of the supervisor have also increased.
Man kan i den sammenhæng tale om, at beslutningsretten på en række rutinespørgsmål er lagt nedad i hierarkiet, hvilket har betydet, at magtrelationerne ikke er ændret, for så vidt angår den enkelte ansatte og hans/hendes direkte overordnede.
In this connection it may be said that the right to make decisions in a number of routine matters has been placed at a lower echelon in the hierarchy. This means that the power structure has not changed as regards the individual employee and his or her immediate superior.
Der er således ingen tvivl om, at der nok er etableret et samarbejde i form af udnyttelsen af de kommunikationskanaler, de her nævnte organer repræsenterer.. Et samarbejde, der først og fremmest er etableret mellem arbejdere/almindelige funktionærer og laveste ledelsesniveau og desuden et samarbejde mellem "gulvets" repræsentanter og den øverste ledelse.
There is thus no doubt that cooperation has indeed been established in the form of the utilization of the channels of communication as represented by the bodies here described: cooperation which first and foremost is established between workers and ordinary salaried employees and the lowest executive echelon and, furthermore, cooperation between the representatives of the employees on the shop floor and the top management.
SAMARBEJDSUDVIKLINGEN PA DANFOSS A/S
DEVELOPMENT OF INSTITUTIONALIZED PARTICIPATION AT DANFOSS A/S
Dette kapitel tilstræber at give et helhedsindtryk af samarbe jdsudviklingen på Danfoss.
This chapter attempts to give a general impression of the development of institutionalized participation at Danfoss.
Der vil blive lagt vægt på samspil let mellem de forskellige "samarbejdsingredienser" (samarbejdsog sikkerhedsorganisation, uddannelse, tillidsmandssystem m.v.).
Stress will be laid on the correlation between the various "ingredients of co-operation" (co-operation committee and safety organizations, training facilities, the shop steward system and so on).
Baggrundsinformation om Danfoss A/S
Background information on Danfoss A/S
Danfoss-koncernen udgøres af moderselskabet Danfoss A/S og en række datterselskaber i ind- og udland.
The Danfoss Group consists of the parent company, Danfoss A/S, and a number of subsidiaries in Denmark and abroad.
Virksomhedens hovedproduktion og administration ligger i byen Nordborg på øen Als (50 km fra den dansk-tyske grænse).
The main production plant and the headquarters are situated at Nordborg on the island of Als (50 kilometres from the Danish-German frontier).
I såvel ind- som udland er oprettet satellit-fabrikker, ligesom et stort antal salgsselskaber og agenter varetager salget i de mere end 100 lande, hvor Danfoss' produkter markedsføres.
Satellite factories have been set up in Denmark as well as abroad and many sales companies and agents handle the sale of Danfoss products in more than a hundred countries where they are being marketed.
Danfoss' produktion omfatter et bredt sortiment af komponenter til brændere og kedler, automatik til varmeog køleanlæg samt kølekompressorer og køletermostater.
The range of Danfoss products includes a wide assortment of component parts for burners and boilers, automatic controls for heating and refrigeration plant and compressors and thermostats for refrigerators.
De første fabriksbygninger opførtes umiddelbart efter 2. verdenskrig samtidig med, at der skete en kraftig vækst i antallet af medarbejdere: fra 1.000 i 1953 til 2.000 i 1954, 3.000 i 1958 og 5.000 i 1960.
The first factory premises were built immediately after the Second World War concurrently with a rapid expansion of the work force: from 1000 in 1953 to 2000 in 1954, 3000 in 1958 and 5000 in 1960.
Igennem 60'erne skete en yderligere vækst i arbejdsstyrken samtidig med, at der fandt omfattende fabriksbyggerier sted såvel i Nordborg som på inden- og udenlandske produktionssteder.
During the 1960s there was a further increase in the work force and, at the same time, a great deal of new building work was carried out both at Nordborg and at other factories in Denmark and other countries.
I regnskabsåret 1979/80 blev den samlede omsætning på 3.281 mio. dk.kr., hvoraf varer for 1.813 mio.dk.kr. eksporteredes.
The accounts for the financial year 1979/80 recorded a total turnover of 3,281 million Danish kroner, including l,8J/3 million Danish kroner in goods exported.
Samme år havde koncernen 13.150 ansatte.
In the same year the concern had a total of 13,150 employees.
Fra grundlæggelsen i 1933 og frem til 1962 var Danfoss personligt ejet af Mads Clausen, men blev omdannet til et familieaktieselskab i 1962, fire år før hans død.
From the time when the firm was established in 1933 until 1962 Danfoss was privately owned by Mads Clausen, but was turned into a family company in 1962, four years before his death.
Aktiekapitalen udgør i dag i alt 400 mio.dk.kr. (170 mio. A^ aktier og 230 mio. B-aktier).
Figure 4: Sketch illustrating cooperation structure at Danfoss,
Samtlige B-aktier samt 10 mio.kr.
CO-ORDINATION COMMITTEE
A-aktier ejes af Mads Clausens enke, Bitten Clausen, hendes 5 børn og den nuværende administrerende direktør på Danfoss.
Figure 5: Danfoss Safety Service
Da A-aktier ifølge Danfoss A/S's vedtægter hver har 10 stemmer mod B-aktiernes ene, råder Fonden over ialt 83?¿ af stemmerne i Danfoss A/S.
INDUSTRIAL MEDICAL OFFICER INDUSTRIAL NURSE PHYSIOTHERAPIST ENVIRONMENTAL CHEMIST ERGONOMICS ENGINEER SAFETY CONSULTANTS ETC.
Fondsbestyrelsen består af seks medlemmer, heraf tre fra Clausenfamilien (Bitten Clausen og hendes to døtre), to valgt udefra samt den administrerende direktør for Danfoss A/S.
The administrators of the Trust are six in number, namely three members of the Clausen family (Bitten Clausen and her two daughters), two elected from outside the concern and the managing director of Danfoss A/S.
A/S-bestyrelsen består af de samme seks personer plus to medarbejdervalgte repræsentanter, nemlig (for øjeblikket) Danfoss' koordinator for samarbejdsudvikling samt en tidligere fællestillidsmand for de timelønnede.
The board of directors consists of the same six persons plus two representatives chosen from among the employees, namely (for the time being) Danfoss's co-ordinator of cooperation development and a former senior shop steward representing the hourly-paid workers.
Samarbejdsudviklingen indtil i dag
Development of cooperation thus far
Kaster man et tilbageblik på den samarbejdsudvikling, der har fundet sted på Danfoss i de seneste knap 10 år, er det karakteristisk, at udviklingen i en vis forstand repræsenterer en høj grad af bevidst og målrettet styring, men alligevel har fulgt nogle udviklingsveje, som ingen fra starten kunne overskue eller kende konsekvenserne af.
If we look back on the development of industrial relations with Danfoss over the last decade or so we find that to a certain extent development has been characterized by very deliberate, purposeful planning and direction but has nevertheless followed a course which nobody could foresee or know the consequences of when it started.
Da samarbejdsforsøgene i stanse- og kontrolkasseafdelingerne blev iværksat i 1971, var det ikke ud fra en forventning om, at de ville føre til omfattende, generelle ændringer i jobudformning og selv styre i produktionen som helhed.
When the experiments in cooperation began in 1971 in the stamp­ing and control box departments, this was not done in the hope that they would lead to extensive general changes in the planning
Det er da også karakteristisk, at den jobudvikling, som er opnået - og fastholdt - i førsøgsafdelingerne (specielt hvad angår nedbrydning af samlebånd), ikke har haft så stor effekt på den øvrige organisation som de indirekte virkninger af forsøgsvirksomheden.
52 work processes and to autonomy in the production sector as a whole. It was also a characteristic feature that development of jobs which was thereby obtained - and has been maintained - in those departments in which the experiments were conducted (especially as regards the abolishing of assembly line methods) did not have as great an influence on the rest of the organization as the indirect effects of those experiments.
Hermed menes, at de oprindelige samarbejdsforsøg udløste dannelsen af et koordinationsudvalg, de to første områdeudvalg samt opstarten på samarbejdskurser. Da først dette var sket, sattes for alvor en selvforstærkende mekanisme i gang.
This implies that the original experiments in co operation resulted in the setting up of a co-ordination committee, the first two area committees, and the introduction of courses on cooperation.
Flere og flere områdeudvalg dannedes, uddannelsesaktiviteter ne accellererede, og i løbet af få år var en egentlig samarbejds organisation - som modstykke eller supplement til den "normale" organisation - en realitet.
More and more area committees were set up, training activities were accelerated, and in the course of a few years a cooperation organization proper had become a reality, as an alternative or an addition to the 'normal' organization.
Danfoss-organisationen udgjorde et gunstigt miljø for forsøgsvirksomhed.
The Danfoss organization offered a favourable environment for experimentation.
De fornødne ressourcer (økonomiske og menneskelige) var til stede, og virksomheden var - i kraft af den ekspansion, der havde fundet sted i de foregående år - modtagelig over for og i stand til at absorbere ændringspåvirkninger.
The essential resources (both financial and human) were available and by virtue of the expansion that had taken place over earlier years the concern was susceptible to and able to absorb the effects of changes.
Samtidig hermed var organisationen psykologisk set ved at "skifte ham" fra at være et opblomstrende industrielt eventyr, gennem syret af grundlæggerens personlighed og en stærk lokalpatriotisme, til nu at blive en industriel koncern i international målestok.
At the same time, from the psychological standpoint, the organization was "shedding the slough" and changing from a prosperous industrial adventure imbued with the personality of its founder and a strong measure of local patriotism into an industrial group on an international scale.
Som en tredie årsag til, at samarbejdsudviklingen fik så hurtigt "tag" i organisationen, må nævnes de implicerede personer.
A third reason for the fact that development of cooperation so rapidly became popular with those in the firm was the identity of the persons involved.
Samarbejdsudvalgets formand, der samtidig var virksomhedens centrale overenskomst- og lønforhandler, var personligt interesseret i for søg med samarbejdsudvikling.
The chairman of the cooperation committee, who at the same time was the central negotiator in the firm in matters of agreements and wages, was personally interested in experiments connected with the development of cooperation.
Næstformanden, der var virksomhedens fællestillidsmand, nød i kraft af sin person og mangeårige til knytning til Danfoss stor anseelse ikke blot blandt kolleger, men også hos topledelsen.
The vice-chairman, who was the firm's senior shop steward, was greatly respected by his colleagues and in managerial circles by virtue of his personal qualities and because he had been with the firm for many years.
Endelig oprettedes i 1972 en stilling som koordinator for samarbejdsudvikling. Denne stilling blev hurtigt centralt placeret i samarbejdsudviklingen, bl.a. i kraft af den person, der beklædte stillingen.
Finally, the post of co-ordinator of the development of cooperation was created in 1972 and this post soon occupied a central position in that sphere, one of the reasons for this being the person who held the post.