natgillin/translations-raw huggingface dataset:
Arbejdsledere, mellemledere, teknikere m.v.
Supervisors, firstlevel supervisors, technicians etc. Office employees
Arbejdere ialt
Total workers
Såvel funktionærer som arbejdere anvender således ca. 45 dage årligt på uddannelse (ca. 3% af arbejdstiden), hvilket ligger en del over gennemsnittet for danske virksomheder. Denne forskel kan ikke tilskrives specifikke teknologiske eller organisatoriske forhold hos B & G, men skyldes primært ledelsens positive holdning
Thus the salaried employees as well as the workers use about 45 days yearly for training purposes (about 3 per cent of the working hours), which figure is somewhat above the average for Danish companies.
Det må imidlertid konstateres, at det nok snarere er medarbejderrepræsentanterne end de menige medarbejdere, der formulerer de "følte" behov.
However, it has to be noted that it is rather the employee representatives than the common employees who formulate the "perceived" needs.
Det langsigtede mål med uddannelsesaktiviteterne er ofte ikke særligt klart for organisationen.
Often the long-term purpose of the training activities is not very obvious to the organization.
* somheden, idet den lægger vægt på, at uddannelse og udvikling af medarbejderne ofte i sig selv sætter en ændringsproces i gang i organisationen.
This fact is not regretted by the company, as it finds it important that the very training and development of the employees often start a process of change in the organization.
På denne måde bliver medarbejderudviklin­gen en årsag til, snarere end et resultat af, ændringsprocesser i virksomheden.
In this way the development of employees becomes a reason for, rather than a result of change processes in the company.
Det tredie hovedområde, der skal belyses, er den såkaldte miljø­organisation, der har til opgave at sikre en hensigtsmæssig ud­vikling af det fysiske og psykiske arbejdsmiljø i organisationen.
The third main area to be illustrated is the so-called environ ment organization, the purpose of which is to secure an expedient development of the physical and psychological work environment within the organization.
Miljøorganisationen består af et miljøudvalg, et sikkerhedsudvalg med tilhørende sikkerhedsgrupper for virksomhedens 3 fabrikker, samt en række andre underudvalg.
The environment organization comprises an environment committee, a security committee with security groups for the 3 factories of the company as well as a number of other subcommittees.
Et diagram over den samlede miljøorganisation er vist på næste ι side: *
A diagram of the total environment organiz ation is shown on the next page. .
Miljøudvalget, der er et underudvalg under samarbejdsudvalget, er ansvarlig for planlægning og kontrol af det samlede miljøarbejde.
The environment committee, which is a subcommittee of the cooperation committee, is responsible for the planning and con­trol of the whole environment work.
Det kan sætte miljømæssige undersøgelser i gang i organisationen, og koordinerer uddannelses- og oplysningsarbejdet vedrørende.miljøspørgsmål.
It can start environmental examinations in the organization, and it co-ordinates the training and information work concerning environment questions.
Herudover koordinerer udvalget det arbejde, der foregår i sikkerhedsudvalgene på de 3 fabrikker.
Beyond this the committee co-ordinates the work which is made in the security committees in the 3 factories.
Udvalget består af 8 medlemmer med lige mange ledelses- og med arbejderrepræsentanter .
The committee has eight members with an equal number of management and employee representatives.
Efter indstilling fra miljøudvalget bevilger direktionen hvert år et beløb, som udvalget frit kan disponere over til forbedring af miljøet i virksomheden.
Upon recommendation from the environment committee the management grants every year an amount, which the committee has at its free disposal for the improvement of the work environment.
Det skal bemærkes, at disse penge tænkes anvendt til miljøforbedringer, der ligger udover, hvad der kræves i henhold til miljø- og sikkerhedslovgivningen i Danmark, idet disse udgifter i forvejen afholdes af virksomheden.
It shall be noticed that this money is thought used for environ­mental improvements in excess of what is demanded according to the environment and security legislation in Denmark, as these costs are in advance paid by the company.
Miljøudvalget videregiver en del af den tildelte sum til de 3 sikkerhedsudvalg, så disse kan løse de lokale problemer på de 3 fabrikker.
The environment committee passes part of the allocated sum on to the three se­curity committees so that these can solve the local problems in the 3 factories.
På tilsvarende vis får de underudvalg, der tager sig af konkrete, men tværgående miljøproblemer (f.eks. støj, ventilation, kemiske stoffer og ergonomi) hvert et beløb.
In a corresponding way the subcommittees dealing with concrete, but transverse environment problems (e.g. noise, ventilation, chemical substances and ergonomics) each receive an amount.
Resten af miljøudvalgets bevilling anvendes på større, tværgående projekter, der er fælles for alle arbejdspladser, eller som falder ud over de lokale sikkerhedsudvalgs rådighedsbeløb.
The rest of the grant from the environment committee is spent on large, transverse projects which are common to all places of work, or which are beyond the disposable amounts of the local security committees.
Sikkerhedsudvalgene løser sammen med deres underordnede sikkerhedsgrupper de konkrete sikkerheds- og miljøproblemer, der op står på den enkelte fabrik.
Together with their subordinate security groups the security committees solve the concrete security and environment problems arising in the individual factory.
Udvalgenes arbejdsområde svarer så ledes til, hvad der er fastlagt i den danske arbejdsmiljølov, 1977.
Thus the field of activity of the committees corresponds to what was laid down in the Danish work environment act from 1977.
Det tilstræbes, at sikkerhedsudvalgene fungerer så selv stændigt som muligt, og kun videresender sager af principiel be tydning til miljøudvalget.
The aim is that the security committees act as independently as possible and only pass matters of fundamental importance on to the environment committee.
De tekniske udvalg har som nævnt til formål at løse konkrete miljøpiroblemer.
As previously mentioned the aim of the technical committees is to solve concrete environment problems.
På nuværende tidspunkt findes ialt 4 underudvalg, der beskæftiger sig med henholdsvis støj, ventilation, kemiske stoffer og ergonomi.
For the time being there are four subcommittees in all dealing with noise, ventila­tion, chemical substances and ergonomics respectively.
Det hurnan e udvalg, der ligeledes er et underudvalg under miljø udvalget, har til opgave at undersøge, hvordan medarbejderne op lever deres arbejdssituation, og Stille forslag til, hvordan konstaterede psykiske miljøproblemer kan løses.
The purpose of the humane committee, which is also a sub­committee of the environment committee, is to examine how the employees experience their work situation and make proposals for the solution of demonstrated psychological environment problems.
Der kan hos B & G konstateres en lang række gunstige konsekvensi.­r af miljøorganisationens arbejde.
­ 144 ­ work of the environment organization are demonstrable.
De etablerede udvalg bliver sta­digt mere og mere kompetente med hensyn til analyse af miljømæs­sige problemer samt udarbejdelse af løsningsforslag hertil.
The established committees get more and more competent with regard to analysis of environment problems as well as to preparation of proposals for the solution of such problems.
Ud­valgene har bidraget til en stimulering af den generelle debat i organisationen vedr. miljøspørgsmål, og der er sket en mere hensigtsmæssig prioritering af de forskellige aktuelle miljømæs­sige opgaver.
The committees have contributed to a stimulation of the general debate in the organization on environment questions, and there has been a very expedient priority of the various immediate environment tasks.
Endelig er der taget initiativ til en betydelig ud­dannelsesaktivitet omfattende kurser i arbejdsmiljø, ergonomi m.v
Finally the initiative has been taken for a considerable training activity comprising seminars on work environment, ergonomics etc.
På den anden side må det erkendes, at samarbejds­ og miljøud­valgene ofte er mere progressive i deres syn på miljøspørgsmål end·de lokale sikkerhedsudvalg og deres underordnede sikkerheds­grupper.
On the other hand it must be admitted that often the co­operation and environment committees take up a more progressive attitude to environment questions than the local security com­mittees and their subordinate security groups.
Det har således været et problem at få bragt evnen og lysten til at analysere og opsøge miljøproblemer helt ud i orga­nisationen.
It has thus been a problem to bring quite into the organization the ability and inclination to analyse and search environment problems.
Som det er fremgået, har der ikke ovenfor været givet eksempler på jobudvikling, idet dette ikke er særlig typisk for B & G. Den ­ meget betydelige ­ udvikling, som organisationen har gennemgå­et i de senere år, er næsten udelukkende sket ved hjælp at repræ­sentative former for medarbejderindflydelse, mens der inden for den en'kelte arbejdsgruppe eller i den enkelte medarbejders job er foretaget relativt få ændringer. Dette vil komme til at påvir­ke gennemgangen nedenfor af de gennemførte ændringers sociale og økonomiske konsekvenser.
5.0 The Economic and Social Consequences of the Changes As you will have noticed, no examples of job development have been given above, as this is not particularly typical of Β & G. The ­ very considerable ­ development, which the organiz­ation has undergone during recent years, took place almost exclusively by means of representative forms of employee par­ticipation, whereas relatively few changes have been made within the individual work group or in the individual employee's job. This will affect the below­mentioned treatment of the social and economic consequences of the changes. 5¿l_0£jectiye_Changes
Der er tilsyneladende ikke sket nogen forbedring af kvaliteten af B & G's produktion, selv om den repræsentative indflydelse på ansættelses­, uddannelses­ og miljøspørgsmål har skabt større forståelse for, hvad der bidrager til at højne kvaliteten af de fremstillede produkter. ι
There seems to have been no improvement of the quality of Β & G's production, although the representative participation in questions of appointment, training and environment has created greater understanding of what contributes to raise the quality of the products made. The personnel turnover in Β & G has traditionally been low, partly because of great loyalty to the company and the trade, and partly because the alternative employment possibilities within Page 342
Derimod må det konstateres, at der i virksomheden er et betydeligt fravær.
However, a considerable absenteeism is notable in the company.
Det vides ikke med sikkerhed, hvad dette store fravær skyldes, meri det humane udvalg og miljø udvalget arbejder aktivt med spørgsmålet.
It is not known with certainty what is the reason for this considerable absenteeism, but the humane committee and the environment committee are working actively at the question.
Organisationen kan næppe siges at være blevet mere fleksibel, men de medarbejdere, der har deltaget aktivt i det repræsentative de mokrati, har derigennem ofte erhvervet sig en lang række ledelses- og samarbejdsmæssige kvalifikationer, der gør dem velegnede til at påtage sig stadigt mere kvalificerede jobs.
The organization can hardly be said to have become more flexible, but the employees, who have taken an active part in the representative democracy, have by means of this often acquired a large number of management and co­operation qualifications making them well fitted for more and more qualified jobs.
Specialarbejderuddannelsen medvirker også til at øge medarbejdernes fleksibilitet. sibilitet.
The training of specialist workers also contributes to an increase of the employees' flexibility.
Udnyttelsen af medarbejdernes ressourcer er steget væsentligt i de senere år, primært fordi medarbejderne involveres i krævende udvalgsarbejde og optræder soni instruktører på interne kurser.
The exploitation of the employees' resources has increased considerably over recent years, primarily because the employees are involved in exacting committee work and act as instructors at internal seminars.
I selve jobsituationen er der derimod ikke sket en bedre udnyttelse af hverken maskiner, udstyr eller menneskelige ressourcer.
As far as the job situation itself is con­cerned, there has, however, been no improvement of the utilization of either machinery, equipment or human resources.
Traditionelt har B & G været præget af få arbejdskonflikter, hvilket er interessant på baggrund af, at en stor konkurrence virksomhed"· i branchen har oplevet en af de seneste års alvorligste arbejdskonflikter i Danmark. Der kan - bl.a. på baggrund heraf -gisnes om, at det meget samarbejdsorienterede arbejdsklima hos B & G skyldes medarbejdernes aktive indflydelse på ledelsesproblemerne samt ledelsens interesse for ledelses- og personalespørgsmål.
Β & G has traditionally been characterized by few labour conflicts which is an interesting fact seen on the background that a large competing company within the line has experienced one of the most serious labour conflicts in Denmark during recent years. Among other things on this basis it can be.guessed that the very co­operation oriented work climate in Β & G is due to the em­ployees' active influence on the management problems as well as the management's interest in management and personnel questions. This does, however, not mean that a large number of antagonistic interests do not exist between management and employees, of whom the employees are working on the basis of a long­term wish to take over the ownership rights to the means of production. The company does not think to be able to evaluate whether the investment in co­operation development has been profitable.
Dette betyder imidlertid ikke, at der ikke eksisterer en lang række interessemodsætninger mellem ledelse og medarbejdere, hvoraf sidstnævnte arbejder udfra et langsigtet ønske om at over tage ejendomsretten til produktionsmidlerne.
That there ought to be aimed at development of the co­operation structure is to the management more a question of belief rather than the conviction that such development can pay financially.
Virkscftiheden mener ikke at kunne bedømme, hvorvidt investeringen i samarbejdsudvikling har været profitabel.
The employees' general job satisfaction has hardly been changed considerably.
For ledelsen er det i høj grad et trosspørgsmål, at der bør satses på sarnarbejdsudvikling, snarere end det sker udfra en overbevisning om, at det i økonomisk forstand kan betale sig.
On the whole the jobs are unchanged, and to many employees the representative system of participation
Jobbene er stort set uændrede, og for mange medarbejdere er det repræsentative indflydelsessystem (udvalgs-hierarkiet) for langt væk til, at de tillægger det væsentlig betydning.
(the committee-hierarchy) is too far away, for which reason they do not attach much importance to it.
Den eneste "kontante" forandring, som den gennemsnitlige medarbejder har følt, er den udvidede adgang til deltagelse i kurser.
The only "regular" change felt by the average employee is the wider access to participate in seminars.
Tilsvarende har medarbejdernes ansvarsfølelse for kvant i. tet og kvalitet næppe ændret sig.
In a similar way the employees' sense of responsibili­ty for quantity and quality has hardly changed.
Hjælpsomheden medarbejderne imellem synes at være upåvirket, men den i stigende grad effektive miljøorganisation har nok ført til en forhøjelse af det generelle trivselsniveau.
The helpfulness among the employees seems to be uninfluenced, but the increasingly effective environment organization has undoubtedly resulted in an improvement of the general level of well-being.
Medarbejderne kan konstatere, at der er sket en række miljøforbedringer, omend de i visse tilfælde kunne tænke sig denne udvikling accellereret op.
The employees can note a number of environment im­provements, although in certain cases they might want an accel­eration of this development.
B & G har tidligere været en stabil, traditionsbetonet virksomhed, præget af topledelsens patriarkalske, human relations-orienterede ledelsesstil samt en medarbejdergruppe, der har udvist stor loyalitet over for såvel virksomheden som deres kunsthåndværk. Man ge af-.disse faktorer er fortsat bevaret i organisationen, men det har gradvist været muligt at etablere et repræsentativt system for medarbejderindflydelse på vitale samarbejdsspørgsmål: ansættelse, uddannnelse, fysisk og psysisk arbejdsmiljø m.v.
0 Conclusion Β & G has previously been a stable, tradition-bound company characterized by the top management's patriarchal, human relations-oriented form of management as well as by a group of employees having been very loyal to the company as well as to their handicraft. Many of these factors continue to be preserved in the organization, but gradually it has been possible to establish a representative system of employee participation in vital questions of co-operation, viz. appointment, training, physical and psychological work environment etc. The democratization, which has been made, can be traced back to the top management's deliberate work at democratization as well as to the training section's demands and active work with the human resources in the organization. The way in which the development has been governed by these two parties, has been characterized by a great respect for the individual, a deliberate wish to break down social, educational and economic barriers within the organization as well as the philosophy that training and development of employees are the only "true" form of democracy as it is irreversible. Through the representative participation of the cooperation structure the employees have got influence on strategical manage­ment problems, and they dispose of comparatively large amounts for the development of environment and employees.
Igennem samarbejdsstrukturens repræsentative indflydelse har med arbejderne fået indflydelse på strategiske ledelsesproblemer, og
As a result of this it has been possible to create greater homogeneity in the superior decisions, which is especially felt within the training and environment areas.
4 de disponerer over relativt store beløb til udvikling af miljø og
Even if the development of the cooperation structure in Β & G Page 346
Selvom samarbejdsudviklingen hos B & G i mange henseender har væ­ret succesfuld og harmonisk, har den dog samtidig skabt en række væsentlige problemer. Størst er nok den stigende kløft mellem de progressive og bevarende kræfter i organisationen.
­ 147 ­ in many respects has been successful and harmonious, it has, however, at the same time resulted in a number of essential problems, of which the greatest one undoubtedly is the growing gulf between the progressive and preservative forces within the organization.
Tillidsmænde­ne, der både ønsker og har lært at samarbejde tæt med topledel­sen, har f.eks. tabt den andel af medarbejderne bag sig, der øn­sker et mere konfliktbetonet forhold mellem ledelse og medarbej­dere, hvor interessemodsætningerne fremstår tydeligt.
E.g. the shop stewards, who both want to and have learnt to co­operate closely with the top management, have lost support from the part of employees who want the relations between management and employees to be more conflicting, where the antagonistic interests appear clearly.
Arbejds­lederne føler på væsentlige punkter deres suverænitet truet, og har som følge heraf grebet til en form for konservatisme, (dvs. fastholdelse af hidtige kompetencemønstre).
In important respects the supervisors feel their sovereignty threatened and they have conse­quently resorted to a form of conservatism (i.e. adherence to former patterns of competence).
På tilsvarende vis har mellemlederne sværere og sværere ved at leve op til tople­delsens "krav" om demokratisk ledelsesform, ligesom de oplever et stærkt pres fra de repræsentative organer, der griber ind i mellemledernes hidtidige ansvar for medarbejderudvikling og ar­bejdsmiljø.
In a corresponding way the first­level supervisors have more and more difficulty in living up to the "demands" from the top management for a democratic form of management, just as they also experience a severe pressure from the representative organs overlapping the first­level supervisors' former responsibility for the development of employees and work environment.
Det er ikke lykkedes organisationen fuldt ud at finde et anven­deligt alternativ til tidligere tiders mere autoritære ledelses­form.
The organization has not completely succeeded in finding a viable alternative to the more authoritarian form of management in former times.
Ji et forsøg på at være mere demokratiske har mange ledere givet afkald på den meget detaillerede planlægning, styring og kontrol af medarbejdernes arbejdsindsats, men i søgningen efter et alternativ hertil er der opstået et slags vacuum, hvor der opleves et konkret savn af ledelsesmæssig indflydelse.
In an attempt tö be more democratic many managers have renounced the moré detailed planning, guidance and control of the employees' performance, but with the search for an alternative to this a kind of vacuum has arisen in which a concrete need for management participation is felt.
Ξη væsent­lig udfordring i de kommende år vil således være en afklaring af denne redefinerede ledelsesrolle, specielt i relation til den nær­demokratiske indflydelsesstruktur.
In the years to come an important challenge will therefore be a clari­fication of this redefined role of management, especially in relation to the participational structure of influence.
Det har været en svaghed ved den nuværende repræsentative indfly­delsesstruktur, at indflydelsen hovedsagelig har koncentreret sig om de mere kortsigtede samarbejds­ og miljømæssige forhold.
A weak point of the present representative structure of influence has been that the influence has mainly concentrated on the more shortsighted cooperation and environment conditions.
Der synes derfor at være et behov for at stimulere organisationens (og dermed også medarbejderrepræsentanternes) engagement i lang­sigtede, strategiske problemstillinger for virksomheden.
Therefore there seems to be a need for a stimulation of the organization's (and thus also the employee representatives') involvement in long-term, strategical problems for the company.
Virksomheden understreger, at den stedfundne samarbejdsudvikling ikke har været planlagt, styret og bevidst i særlig høj grad.
The company emphasizes that the development of the co operation structure, which has taken place, was not to any high degree planned, directed or deliberate.
Man har benyttet sig af de "usammenhængende småforandringers me­tode", baseret på Lindbloms "Muddling through"­teori.
They have used the "Method of disjointed incrementalism" based on Lindblom's "Muddling through"-theory.
Det samle­de udviklingsforløb har været en kæde af små, i sig selv mindre betydningsfulde aktiviteter, hvis langsigtede formål har været uafklaret.
The whole progress of the development has been a chain of small, in themselves less important activities whose long-term purpose has been unclarified.
Alligevel har det været muligt at igangsætte og vedli­geholde en udviklingsproces, der vurderet ud fra situationen i dag tager sig ud som rationel og relativt målrettet.
Yet, it has been possible to initiate and maintain a development process which evaluated from today's situation appears rational and relatively goal-oriented.
Agersnap, Torben og Egil Fivelsdal (red.): Demokrati, i. organi­sationer .
Agersnap, Torben and Egil Fivelsdal (ed.): "Demokrati i organisationer". Nyt Nordisk Forlag, Arnold Busck, Copenhagen 1978
Borg, Vilhelm: Industriarbejde ­ arbejderbevidsthed, Røde llano, København 1971.
Blegvad, Britt-Mari: "Participation: A discussion based on Scandinavian experiences", i Gray Dorsey (ed.):"Equality and Freedom".