natgillin/translations-raw huggingface dataset:
I de tidligere afsnit har vi hovedsagelig belyst de konkrete, fysiske og psykologiske jobfaktorer, medarbejdernes mulighed for jobberigelse og motivation samt deltagelse i virksomhedens beslutninger.
3.0 Conclusion The previous sections have mainly illustrated the concrete, physical and psychological job factors, the employees' possibility of job enrichment and motivation as well as participation in the decisionmaking processes of the companies.
I dette afsnit skal vi forsøge at sammenfatte de generelle konsekvenser af job- og sarnarbejdsudvikling, der kan udledes af seks virksomheders forsøgsvirksomhed.
In this section we shall try to summarize the general consequences of the new models of work organization which can be concluded from the experiments in six companies.
Virksomhederne illustrerer, at en række betingelser må være op fyldt, for at job- og samarbejdsudviklingen kan igangsættes og fastholdes :
The companies illustrate that a number of conditions are to be fulfilled in order to start and maintain the work organization':
- et åbent forhandlingsklima mellem ledelse og medarbejder repræsentanter, hvor såvel fælles som modstridende interesser fremlægges åbent og inddrages i samarbejdsmodellen
- a stable, financially healthy climate in the organization - a reasonably good work climate with traditions of cooperation and mutual confidence between management and employees - a reasonably strong, enthusiastic top management intimating that within certain limits it is legitimate to experiment (and among other things to make mistakes) - a strong group of shop stewards with reasonable support from the trade unions - an open climate of negotiation between management and employee representatives where both common and conflicting interests are presented openly and involved in the model of cooperation - a wage system contributing to (and not counteracting) the employees' group affiliations - a certain level of education and ambition among the employees so that responsibility, participation and challenge in the job are regarded as something desirable - a production technology not impeding job development and autonomy.
Erfaringerne fra virksomhederne synes imidlertid ikke afgøre det til en betingelse, at arbejdslederne er positive.
The experience from the companies seems, however, not to presuppose that the supervisors take up a positive attitude.
Konsekvensen af, at de ikke er det, har imidlertid tyoisk været, at der handles "hen over hovedet" på dem, at de jobmæssigt kan komme i fare, og at de har betydet en hæmning for udviklingsprocessen. processen.
However, the typical consequence of the supervisors' non-positive attitude has been that decisions are made "over the heads" of them, that their job can be endangered and that they have meant an obstacle to the process of development.
- 56 - ske nok bedre muligheder end de større for at skabe et uformelt, smidigt samarbejde.
The small companies may have better possibilities than the larger ones of creating an informal, smooth co-operation.
Omvendt har de store virksomheder kunnet satse kraftigt på teknologiske løsninger og repræsentative former for demokrati, foruden at de typisk har besiddet såvel finansielle som personalemæssige ressourcer til gavn for job- og samarbejdsudviklingen.
The larger companies have on the other hand been able to aim very much at technological solutions and representative forms of democracy apart from the fact that they have typically possessed both financial and personnel resources of benefit to the work organization.
I fem af de seks virksomheder er man af den opfattelse, at de økonomiske og tidsmæssige investeringer i job- og samarbejdsudviklingen har givet er rimeligt afkast igennem produktivitetsforbedringer.
Five of the six companies find that the economic and temporal investments in the work organization have yielded a reasonable return in the form of productivity improvements.
For den sjette virksomhed forbliver det en trossag, at organisationen bliver mere rentabel ved, at der satses på demokratisering.
To the sixth company it remains a question of belief that the organization becomes more profitable by aiming at democratization.
Det er i sig selv noget positivt, at job- og sarnarbejdsudvikling synes at være økonomiske profitabelt, men det viser dog også samtidig, at virksomhederne ikke har skullet tage stilling til, om de ville gå ind for udviklingsprojekter, der måske nok ville føre til forøget demokratisering, trivsel og motivation, men at dette ville ske på bekostning af produktiviteten.
In itself it is a positive feature that the work organization seems to pay economically, but at the same time it also proves that the companies have not had to make up their mind whether they would go in for development projects, which might result in increased democratization, well-being and motivation, but that this would happen at the expense of productivity.
Samtalerne med de seks virksomheder tyder i et vist omfang på, at begejstringen for job- og samarbejdsudviklingen ville have været dæmpet betydeligt, hvis det skulle have "kostet penge".
To a certain degree the interviews with the six companies indicate that the enthusiasm for the new forms of work organization would have been consider ably damped if it was to have "cost a lot of money".
I denne forbindelse er det væsentligt at pege på, at hovedparten af de i denne rapport beskrevne udvik lingsaktiviteter er iværksat i en periode med gode og stabile konjunktur- og beskæftigelsesforhold, nemlig årene op til oliekrisen i 197 3.
In this connection it is essential to point at the fact that the majority of the developmental activities described in this report has been initiated in a period with good and stable business situation and employment conditions, i.e. the years before the oil crisis in 1973.
Det må derfor antages at være endnu sværere at igangsætte job- og samarbejdsforsøg under de aktuelle konjunkturforhold. turforhold.
It must therefore be supposed to be even more difficult to have to start experiments with work organization in the current business situation.
Det er uhyre vanskeligt at finde konsekvente eksempler på, at udviklingsprocesserne er sat i gang på initiativ af medarbejderne.
It is extremely difficult to find consistent examples of the employees having taken the initiative to start the develop ment processes.
Entusiasmen har normalt været begrænset til nogle få til lidsmænd og andre medarbejderrepræsentanter, der har været placeret -centralt.
Normally the enthusiasm has been limited to a few shop stewards and other employee representatives who have been centrally placed.
Ellers må initiativet for udviklingsprojekterne nærmest tilskrives top- eller mellemledelsen.
Otherwise the Initiative for the develop ment projects must rather be attributed to the top management or the middle management.
Dette har bragt flere af ledelsesgrupperne i et alvorligt dilemma, idet de ikke alene har skullet finde ud af, hvad de selv kunne gå ind for af job- og sarnarbejdsudvikling, men samtidig har skullet for søge at aflæse, om en sådan udvikling overhovedet var ønsket fra medarbejderside.
This has brought several of the manage ment groups in a serious dilemma as they have not only had to find out how much of the work organization they could themselves advocate, but at the same time have had to try to ascertain whether such development was at all wanted by the employees or acceptable to them.
Vi har tidligere nævnt den splittelse, der i do fleste virksomheder er kommet mellem de progressive cg de bevarende kræfter.
In a previous paragraph we have mentioned the disunion between the progressive and the preservative forces which most companies have experienced.
Det betragtes som et meget alvorligt problem af virksomhederne, ¡idet det vil få alvorlige negative konsekvenser, hvis spændvidden udvides yderligere.
The companies consider this a very serious problem, as a further extension of the scope will have serious, negative consequences.
Da det har vist sig vanskeligt at "tvinge" eller overtale de mindst progressive medarbejdere, tyder en del på, at det vil være op til de progressive medarbejdere at nærme sig de øvrige.
As it has turned out to be difficult to "force" or persuade the less progressive employees there are many indications that it will be up to the progressive employees to approach the others.
Dette giver allerede nu i flere af virksomhederne en fornemmelse af, at udviklingsprocesserne er "gået i stå", hvad der har virket meget frustrerende på en del medar bejdere.
Because of this fact there already now is an impression in more of the companies that the processes of development have "come to a stop" which has had a very frustrating effect on some of the employees.
Denne spirende tvivl på værdien af job- og samarbejdsudvikling forstærkes af, at der i de fleste af virksomhederne er nået en slags naturligt "plateau", hvorfra yderligere udvikling er van skelig. Dette skyldes flere forhold.
This germinating doubt about the value of the work organiz ation is intensified by the fact that in most of the companies a kind of natural "plateau" has been reached, from which further development is difficult.
Konjunkturomslaget siden oliekrisen har tvunget virksomhederne og medarbejderne til at tænke mere på overlevelse end på udvikling.
The change of business cycle since the oil crisis has forced the companies and the employees to think more of survival than of development.
Endvidere er man stødt på nogle tekniske og praktiske barrierer, som vanskelig gør yderligere udvikling.
Furthermore a number of technical and practical barriers have been encountered making further development difficult.
Endelig har den stedfundne udvikling bragt medarbejderne frem til et niveau, hvor næste skridt bliver reel indflydelse på virksomhedens beslutninger og økonomisk medejerskab.
Finally the development, which has taken place, has brought the employees on a level where the next step will be real in fluence on the decisions of the company and economic co-ownership.
Disse tre forhold gør tilsammen, at der i virksomhederne spores en tøvende holdning over for videre forsøgsarbejde. arbejde.
Altogether these three circumstances have the effect that a hesitating attitude to further experiments is noticed in the companies.
De selvstyrende grupper, der er etableret, har gennemgået ud viklet kraftigt gruppesammenhold, solidaritet og hjælpsomhed samt en smidig udnyttelse af enkeltmedlemmernes resourcer.
The autonomous groups, which have been established, have generally developed strong group cohesion, solidarity and help fulness as well as a smooth utilization of the individual members' resources.
Samtidig har denne sammensvejsning af grupperne dog også haft ne gative konsekvenser.
Simultaenously this welding together of the groups has, however, also had negative consequences.
Grupperne har i en vis udstrækning isoleret sig over for omverdenen, ligesom de har haft tendens til at blive aggressive over for afdelinger, der ikke overholder deres del af en arbejdsmæssig aftale.
To a certain extent the groups have withdrawn from the surrounding world, just as they have also had a tendency to become aggressive towards sections which do not keep their part of an agreement on work.
Optagelse af nye medlemmer og - specielt - afgivelse af personer fra gruppen har været særdeles van skelig, hvad der har gjort grupperne ufleksible.
The admission of new members and - especially - the discharge of persons from the group have been exceedingly difficult, which has made the groups inflexible.
En anden form for mangel på fleksibilitet er set i de tilfælde, livor gruppen "fastfryser" sig selv på et givet teknologisk niveau og er af visende over for ændrede produktionsformer, jobændringer o.l.
Another kind of lack of flexibility is found in the cases where the group "freezes" itselt at a given technological level and takes up an unresponsive attitude to changed models of production, changes of jobs etc.
Som der er fremgået af rapporten, startedes de fleste samarbejdsforsøg i en periode med hastige teknologiske, produktions mæssige og afsætningsmæssige forandringer.
As has appeared from the report, most experiments with co operation started in a period with rapid technological, production and marketing changes.
Til trods herfor kræver en selvstyrende gruppe i indkøringsfasen en betydelig ro, sådan at den under beskyttede forhold kan opøve evnen til at påtage sig de ledelsesmæssige opgaver, der er indeholdt i selv styret. Hvis denne ro ikke etableres, forringes gruppens mulig heder for succes.
In spite of this an autonomous group de mands considerable peace in the phase of commission to enable it under sheltered conditions to develop the faculty of taking on the management tasks which the autonomy entails.
Hvis omvendt gruppen får lejlighed til at ar bejde uforstyrret med sin egen udvikling, vil den måske gå i stå i forhold til den hastigt udviklende virksomhed i øvrigt.
If, conversely, the group gets an opportunity of working undisturbedly with its own development, it will perhaps come to a standstill in relation to the rapidly developing company.
De eksperimenter med job- og sarnarbejdsudvikling, der har været foretaget i de seks virksomheder, er ifølge sagens natur ikke repræsentative for hele den danske industri.
In the nature of the case the experiments with work organiz ation, which have been carried out in the six companies, are not representative of the whole Danish industry.
På den anden side har virksomhederne understreget, at samarbejdsforsøgene ofte har været legitimering af hidtidige praksis, snarere end omfattende nye, utraditionelle eksperimenter i egentlig forstand.
On the other hand the companies have emphasized that the experiments with cooperation have often been a legitimacy of the practice up till then rather than they have been new, untraditional ex periments in the proper sense of the word.
Derved skulle det også blive tilsvarende lettere for andre virksomhed er at overføre nogle af erfaringerne til dem selv.
Thus it should also be correspondingly easier for other companies to apply some of the experience to themselves.
De seks virksomheder har erklæret, at de ikke har haft råd til ikke at indgå i job- og samarbejdsudvikling, idet de tekniske, økonomiske og menneskelige fordele derved synes at være så åbenlyse.
The six companies have declared that they partly fail to understand that other companies can afford not to participate in the .work organization, as the technical, economic and human advantages seem to be very obvious.
På den anden side føler de samme virksomheder, at det kan være forbundet med risiko at bygge på de menneskelige ressourcer i en virksomhed, idet det giver anledning til en faglig og personlig ud vikling af medarbejderne, der kan være svær at håndtere og må ske uønsket for nogle virksomheder.
On the other hand the same companies feel that it may be risky to build upon the human resources in a company, as this gives occasion for a professional and personal development, which may be difficult to handle and undesirable to some companies.
I disse virksomheder er det dog "heldigt", at ledelse og medarbejdere ofte har fælles interesse i ikke at stimulere en udvikling af jobstrukturen og de menneskelige ressourcer, men i stedet koncentrerer sig om mere jordnære dag-til-dag problemer af samarbejds- og trivselsraæssig art.
In these companies it is perhaps "fortunate" that often management and employees have a common interest in not stimulating a de velopment of the job design and the human resources, but have concentrated on more concrete, day-to-day problems of cooperation and well-being.
Topsikring er et gensidigt forsikringsselskab, oprettet i 19 72 ved fusion mellem to selvstændige forsikringsselskaber, AU (Ar­bejdsgivernes Ulykkeforsikring g/s) og MLU (Mejeriernes og Land­brugets Ulykkeforsikring g/s), der begge startede deres virksom­hed i 1899.
1.0 The Company Topsikring is a mutual insurance company formed by the merger in 197 2 of the two independent insurance companies Employers' Accident Insurance Company (Arbejdsgivernes Ulykkesforsikring g/s = AU) and Dairy and Agricultural Accident In surance Company (Mejeriernes og Landbrugets Ulykkesforsikring g/s = MLU) which both started their activities in 1899.
De to selskaber, AU og MLU, der udgjorde fusionsparterne, var relativt forskellige, både hvad angik forsikringstyper og or­ganisationsstruktur.
The two companies, AU and MLU, forming the merger partners were comparatively different both with regard to insurance types as well as to organization structure.
Mens AU således var en relativt traditio­nelt opbygget virksomhed, der mest gjorde sig gældende inden for det erhvervsforsikringsmæssige område, udgjorde landbrugs­, au­to­ og privatforsikringer det væsentligste aktivitetsområde for MLU.
While AU was a company of a relatively traditional structure, which mostly manifested itself within the occupational insurance sector, MLU's most im portant sphere of activity was the agricultural, motor and private insurances.
MLU var iøvrigt mere organisk og uformelt opbygget og op­fattede sig som et typisk alternativt forsikringsselskab på det danske marked, hvad angår produkt­mix, prisniveau, afsætnings­måde m.v.
Besides, MLU had a more organic and informal structure and regarded itself as a typical alternative insurance company on the Danish market, as far as product mix, price level, marketing way etc. are concerned.
MLU opererede endvidere på et højere teknologisk niveau og benyttede sig af mere moderne ledelses­ og samarbejdsformer end AU.
MLU also operated on a higher technological level and used more modern management and co-operation methods than AU.
I forbindelse med fusionen (1972) blev der truffet beslutning cm at foretage en udflytning af de to selskaber til et fælles, ny­bygget hovedkontor i Ballerup.
In connection with the merger (1972) it was decided to relocate the two companies to a common new-built head office at Ballerup.
Denne udflytning, der hang snæv­ert sammen med selskabets organisations­ og samarbejdsudvikling, fandt sted i 1974 og skal mere detailleret omtales senere i rap­porten.
This relocation, which was closely connected with the organization and cooperation development of the company, took place in 1974 and will be mentioned more detailed in a later section of this report.
Inden for landbrugs­, auto­ og privatforsikringer har Topsikring en dominerende plads på det danske marked.
Topsikring has a dominating position on the Danish market within agricultural, motor and private insurances.
Igennem de seneste år­bar selskabet imidlertid satset kraftigt på at udvikle nye for­sikringstyper og styrke positionen på de dele af forsikringsmar­kedet,· hvor man hidtil har gjort sig mindst gældende.
During recent years the company has, however, concentrated very much on the development of new insurance types and on the strengthening of its position in the parts of the insurance market where so far it has manifested itself least.
Blandt dis­se nye aktiviteter kan specielt nævnes livsforsikringer, inter­nationale forsikringer og reassurance.
These new activities consist of e.g. life insurances, international insurances and reinsurance.
Den samlede præmieindtægt udgør ca. 800 mill. d. kr. årligt.
The total annual premium income is about 800 million D.Kr.
Her­af anvendes ca. 85 % til udbetaling af erstatning i forbindeise med skader.
Of this amount approximately 85 per cent are used for payment of indemnity.
Blandt de øvrige omkostninger må specielt fremhæves lønomkostningerne.
Of the other costs especially the salary costs must be emphasized.
Topsikring beskæftiger i alt ca. 1.4 00 medar­
Topsikring has about 1,400 employees in all, distributed on about 100 technicians (claims assessors), about 200 sales employees and approximately 1,100 administrative employees.
Inden for Topsikrings organisation kan der ikke peges på et en kelt område, inden for hvilket der er foregået job- og samarbejdsudvikling.
2.0 The Experimental Field Within Topsikring's organization you cannot point out one definite area within which there have been new models of work organization.
Derimod har der i de seneste 58 år været gennemført en lang række udviklingsaktiviteter, hvoraf nogle typisk har hen vendt sig til bestemte sektorer inden for organisationen, mens andre har bidraget til at udvikle koncernens menneskelige ressourcer som helhed.
However, during the latest 58 years a large number of developmental activities have been carried through, some of which have typically applied to certain sectors within the or ganization, whereas others have contributed to develop the human resources of the concern in general.
Blandt disse udviklingsprogrammer kan fremhæves følgende, der enkeltvis skal beskrives nedenfor:
Of these development pro grammes the following can be emphasized, which will be separately described below:
- jobberigelse (udvidelse af ansvarsområde og kompetence for den enkelte sagsbehandler)
- job enrichment (extension of the individual employee's field of responsibility and competence) - group organization (semi-autonomous groups with a broad production responsibility)
- kontorplanlægning (udflytning til nyt hovedkontor med kon torlandskab for ca. 800 medarbejdere)
- project organization (cross organizational solution of complex development problems) - office planning (relocation to new head office with openplan office space for about 800 employees) - cooperation organization (co-operation committee with management and employee representatives)
Skønt de her nævnte udviklingsaktiviteter indbyrdes er meget for skellige, kan de dog alle siges at tage udgangspunkt i de samme tilpasningsproblemer for Topsikring:
Although the mentioned developmental activities differ much among themselves, they all start from the same adaptation problems for Topsikring:
- ønske om at gøre både organisationen og medarbejderne mere fleksible, så det blev muligt at gennemføre nødvendige teknologiske ændringer (bl.a. edb) med den nuværende medarbejderstab (ved interne rokeringer)
- the wish for a total integration of the employees from the two merger partners - the wish to make both the organization and the employees more flexible in order to make it possible to implement necessary technological changes (e.g. EDP) with the present staff of employees (by internal rotations)
- ønske om at inddrage nye forretningsmæssige aktiviteter (diversification), så organisationen blev mindre følsom over ¿or markedsmæssige svingninger
- the wish to include new business activities (diversification) to make the organization less sensitive to market fluctuations - the wish to introduce more democratic management methods with participation and increased competence for the employees - the need for vocational training of especially the firstlevel supervisors
- behov for en faglig dygtiggørelse af specielt mellemlederne Topsikrings ønske ornat markere sig som et ekspanderende, pro gressivt og succesfuldt forsikringsselskab ville således kun kunne realiseres, hvis der gennemførtes vidtrækkende rationa liseringer, udvistes stor tilbageholdenhed m.h.t. nyansættelser samt satsedes kraftigt på en udbygning af organisationens fleksibilitet og evne til at tilpasse sig eksterne og interne ændringer. dringer.
Topsikring's wish to manifest itself as an expanding, pro gressive and successful insurance company would thus only be practicable on the condition that farreaching rationalizations were carried through, that a very cautious attitude to new re cruitment was taken up and that much was concentrated on the improvement of the organizational flexibility and ability to adapt itself to external and internal changes.
I dette afsnit skal belyses fem hovedtyper af samarbejds- og job udvikling hos Topsikring: produktionsgrupper, jobberigelses-program, projektorganisation, udflytning til nyt hovedkontor, og virksomhedens samarbejdsudvalg.
4.0 The Change Process In this section five main types of work organization in Topsikring will be illustrated, i.e. production groups, job enrichment programme, project organization, relocation to new head office and the cooperation committee of the company.