natgillin/translations-raw huggingface dataset:
Blandt bryggeriarbejderne var der også delte meninger om selvstyret, om end ud fra andre synspunkter.
Generally, however, the workers' views and demands were met fairly quickly, as happened with for example a wage dispute in the winter of 1980.
Skønt største parten - og heriblandt bryggeriarbejdernes tillidsrepræsentant - var positivt indstillet over for tanken om selvstyre, var der også skepsis hos mange med hensyn til, om selvstyret kunne realiseres, eller hvorvidt det var i arbejdernes interesse af medvirke til etableringen heraf.
However, cooperation continued to deteriorate, reflecting, among other things, a conflict between production considerations and the concern for maintaining the cooperative structures which had been planned from the outset. This conflict also existed within the management group making cooperation more difficult, particularly in the cooperation committee.
Problemerne opstod imidlertid først for alvor, da arbejds presset efter produktionens opstart meldte sig.
The subsequent development of industrial relations did not work out as planned.
På det tidspunkt var der endnu ikke etableret noget fungerende selvstyre i de enkelte produktionsgrupper.
Although day-to-day cooperation between workers and first-line managers has gradually developed into a framework without any major problems, conditions are by no means perceived as ideal.
Samtidig havde man ikke - i overensstemmelse med planerne om selvstyrende produktionsenheder - ansat arbejdsledere.
In addition, co operation between management and shop stewards raised a number of problems and the degree of mutual trust was small.
Man stod altså såvel uden selv styre som uden arbejdsledere til at erstatte selvstyret.
An inquiry carried out in the winter of 1981 found that "cooperation between managers and employees" was the most unsatisfactory of all the questions relating to working con ditions at the brewery.
Det te medførte, at man ændrede den tidligere beslutning om at undgå en egentlig arbejdslederfunktion, og i efteråret 1979, nogle måneder efter produktionens opstart, blev de første arbejdsledere ansat.
The role of the parties involved in the develoment of industrial relations appears to be as follows:
Med denne beslutning blev de oprindelige intentioner omkring selvstyrende produktionsenheder i realiteten opgivet.
In the project planning phase the bodies which had been involved at an stage (building committee, project group etc.) established the frame-
Inden beslutningen om at ansætte arbejdsledere - og dermed i hvert fald udskyde indførelsen af selvstyre på ubestemt tid -var der imidlertid fra andet hold kommet indvendinger mod etableringen af selvstyrende grupper.
Questions relating to industrial relations were handled by the industrial relations committee but no final decisions were taken on the establish­ment of cooperative structures and to a very large extent it fell to the new management team to interpret and draw up detailed plans.
Bryggeriarbejderforbundet sagde nemlig nej til selvstyrende grupper ud fra en principbeslutning, man havde truffet i forbundet om, at ingen bryggeriarbejder måtte sætte en anden bryggeriarbejder i ar bejde.
The head of administration, who was to take charge of personnel and industrial relations, went quite far in his interpretation of the inten­tions regarding unconventional and democratic forms of cooperation.
Skønt Bryggeriarbejderforbundets indstilling udelukkende var begrundet i deres egen fortolkning af, hvad de selvstyrende grupper ville indebære, blev denne taget ad notam som en endelig afgørelse uden forsøg på, hverken fra le delsens eller de lokale bryggeriarbejderes side, at forhandle med forbundet om denne indstilling.
This resulted in 1) negative reactions from the brewery workers' trade unions (the Fredericia Committee) 2) untenable expectations on the part of the new employees and 3) negative reactions from other sections of the management of the Fredericia Brewery, in particular production management.
Allerede inden da var ideerne om at integrere bryggeriarbejdere og håndværkere i samme selvstyrende produktionsenheder og derved opbløde grænserne mellem de to faggrupper i realiteten taget af bordet uden på noget tidspunkt at have været seriøst diskuteret med de pågældende faggrupper. Grunden her til syntes at være, at denne konstruktion ville bryde så ra dikalt med den gældende faggrænsestruktur, at den på forhånd blev opgivet.
The Fredericia Committee took a sceptical stand towards the intentions regarding the new forms of cooperation and communicated this scepticism to the brewery workers at the Fredericia Brewery (it looks as if the scepticism voiced by the Fredericia Committee was Lost on the brewery workers in the first instance but had an impact in the long run).
Heller ikke ideerne omkring gruppeløn eller gruppebonus blev på noget tidspunkt - formodentligt af samme grund - diskuteret seriøst.
How­ever, they felt uncertain about the new concepts and fluctuated between great enthusiasm and deep disappointment.
For bryggeriarbejdernes vedkommende opnåedes den største grad af selvstyre blandt arbejderne i henholdsvis brygprocessen og lageret.
Middle management felt caught between the workers and top management whom they considered to be too indulgent towards the increasing demands of the rank­and file.
Ved brygprocessen be stod arbejdet hovedsageligt i overvågning og processtyring.
As the group that would particularly identify with the production requirements, middle management found itself at odds with the workers.
Dette arbejde var relativt kvalificeret og udfordrende, og da man desuden arbejdede sammen i små team, var det muligt indenfor det enkelte team selvstændigt at tilrettelægge ar-
As the group was not quite sure about its own role and competence, it often took a defensive and somewhat negative stand towards the progressive (but also somewhat unclear) concepts of coope­
42 bejdsfordeling og pauser.
:V t ration.
På lageret stillede arbejdet ikke krav til særlige kvalifikationer, men selve arbejdsfordelin gen, rotations- og pauseordninger kunne holdene tilrettelægge selv uden arbejdslederens indblanden.
Middle management therefore advocated more traditional forms of management and cooperation.
I tappehallerne var der den laveste grad af selvstyre.
The disagreement within top management contributed to creating uncer tainty about the policy of cooperation in the brewery.
Her var selve teknologien begrænsende for, hvor meget selvstyre der kunne udvikle sig.
Top management's powers and possibilities of setting up a functional industrial relations structure were generally weakened by the differences in the group.
Således plan lagde nogle hold selvstændigt ugeplanen med hensyn til kolonnebemanding og rotationsordning, mens det på andre hold var arbejdslederen der varetog denne funktion.
It appeared from the earliest draft proposals at the concept and design phase, as weLl as from the building programme, that manning levels should be reLatively low, and substantially lower than those of the Copenhagen breweries.
Den manglende motivation for selvstyre på de fleste tappehold syntes at af spejle en noget resignerende holdning til det ret ensformige og maskinbundne arbejde ved kolonnerne.
It was possible to keep manning at a low level because of the limited range of products (onLy two types of beer and one type of packaging), the rational and streamlined production system which could draw on the group's resources if the need arose, and the establishment of a highly automated up-to-date plant.
Laboranterne havde selv fra starten etableret en vagtturnusordning, der indebar at alle skiftede mellem samtlige funktioner.
Since there would be a high degree of autonomy among the workers, the mana gement team would be small.
Bortset herfra følte laboranterne, at deres selvstyre muligheder var ret begrænsede af ¿e relativt rutineprægede opgaver de som driftslaboranter skulle udføre.
Similarly, in view of the resources available in Copenhagen, only a few technicians would be required, and, with the use of up-to-date plant and equipment and the possibility of contracting out repair work, few maintenance staff would be required.
Følelsen af manglende selvstændighed og selvstyremuligheder forstærkedes, da produktionsledelsen gennem et direktiv ændrede den ar bejdsorganisation, laboranterne selv havde opbygget.
Finally, few pro duction workers would be required due to the high degree of automation. The principal reason for wanting low manning levels was of course to keep opera ting costs down.
De medarbejdergrupper, der opnåede den højeste grad af selv styre var håndværkerne.
In addition, however, the planners were of the opinion that too high manning levels, which management thought existed in the Copenhagen breweries, would also have an adverse impact on the working climate and morale.
Det var håndværkerne, der blandt ar bejderne havde det mest afvekslende og udfordrende arbejde med store frihedsgrader og dispositionsmuligheder.
Even before the actual project planning phase was initiated in 1976, the technical manager had submitted a proposal for a work force of 199 produc tion workers and 26 craftsmen.
Specielt elektrikerne fik etableret en høj grad af selvstyre.
However, these figures were revised as the project planning and building of the brewery progressed, and a more accu rate assessment of the manning levels could be established.
Dette selvstyre havde de i vid udstrækning selv tilkæmpet sig, til dels på bekostning af et gnidningsfrit samarbejde med de tek-
Hence, when the brewery was completed in 1978, the managing director had assessed the manning requirements at 134 production workers and 29 craftsmen, in addi-
43 niske funktionærer, som fandt, at elektrikerne disponerede for egenrådigt også på områder, hvor de efter funktionærernes opfattelse ikke havde den fornødne kompetence.
45 tion to Laboratory assistants, clerical workers and upper echelon office staff.
Sammenfattende kan siges, at intentionerne om de selvstyrende produktionsenheder ikke blev realiseret i den påtænkte form.
Neither the brewery workers' union nor the Copenhagen brewery workers had been involved in the evaluation of the manning requirements.
Selve enhederne eksisterede ganske vist i kraft af produktionsprocessens opdeling og den fysiske placering af lokalerne, men fagintegreringen og selvstyret uden en traditionel ar bejdslederfunktion blev opgivet.
As this question was, however, crucial to the trade unions, it was taken up as an issue for negotiation (to be included in the local agreement for the FB in accordance with the usual practice in the brewery sector).
Derimod udviklede der sig på mere usystematisk vis forskellige grader af selvstyre i de enkelte medarbejdergrupper på bryggeriet afhængig af 1) den anvendte teknologi, 2) de overordnede organisatoriske og ledelsesmæssige rammer og 3) den pågældende gruppes gennem slagskraft og motivation for selvstyre.
This question was later in cluded in the general collective bargaining in the spring of 1979, when the brewery workers' union submitted a proposal based on the Fredericia Committee's calculations, for 730 brewery workers.
De forskellige par ters rolle i den samlede udvikling på området kan sammenfattes i følgende punkter:
This figure, which was based on the same ratio of employees per bottle of beer produced as in the Copenhagen breweries, was in stark contrast to the figure of 134 put forward by the management of the Fredericia Brewery.
- En noget reserveret og skeptisk holdning hos den øvrige DfB-ledelse kombineret med en kritisk stillingtagen til de norske og danske samarbejdsforsøg bevirkede, at begrebet selvstyrende grupper blev neddæmpet i planerne.
The negotiations resulted in a decision to take on 168 brewery workers. In addition, an annex to the agreement stipulated that manning leveLs would be reevaluated by two consultants from the Brewery Workers' Union and the Society of Brewers respectively, once a normal production level had been reached; the manning levels would be revised if the two consultants agreed to it.
Medarbejderforholdsgruppen arbejdede videre med ideerne om produktionsgrupper og selvstyre, uden at dette fik direkte konsekvens for den fysiske projektering.
Fredericia Brewery demanded increases in manning leveLs.
FB's direktion, der skulle følge medarbejderforholdsgruppens arbejde op, havde ikke nogen klar og enig strategi for, hvordan ideerne omkring de selvstyrende produktionsenheder skulle implementeres.
Fredericia workers received the backing up of their colleagues in Copenhagen, whereas the national union's official stand was to keep out of the strike which was in breach of the agreement.
Der blev ikke taget kontakt til fagforeningerne om mulighederne for at realisere tankerne om selvstyre og opblødning af faggrænserne.
As far as the other occupational groups were concerned, the question of man ning levels was less dramatic although there were occasional local negotia tions concerning craftsmen and laboratory assistants; the manning levels were increased somewhat beyond those stated in the original plans, which were consi dered to be inadequate. This also applied to white collar staff, e.g.
FB ' s mellemledere blev ret sent inddraget i ideerne om selvstyre og fik kun sparsomme muligheder for at være med til at udforme disse i praksis. Dette kombineret med deres egen usikre rolle og kompetence i organisationen samt presset fra produktionen i indkøringsperioden bevirkede, at man ikke havde tiltro til selvstyreideen og derfor ikke bakkede denne op.
The higher manning levels created problems of space as the working areas were only designed for a small workforce.
De nye medarbejdere på FB var for de flestes vedkommende positive overfor selvstyrende grupper, men der var også blandt arbejderne modstandere af disse.
The parties concerned in the question of manning, together with their roles, are given below:
De havde ikke til strækkelige erfaringer til selv at udforme selvstyret og fik for lidt hjælp fra ledergruppen. Da bryggeriarbejderne ikke fik støtte fra deres eget forbund, opgav de formelt planerne herom.
The technical manager and other DfB managers and DfB technicians who were involved in the early planning phases, developed the general con cepts of low manning levels.
Der etableredes dog på det mere uformelle plan forskellige grader af selvstyre i de enkelte medarbejdergrupper .
The technical project group sometimes in cooperation with the suppliers drew up a series of options which made it possible to reduce the manning levels beyond the DfB management's original plans.
Bryggeriarbejderforbundet blev først inddraget i situationen i selve indkøringsperioden og tog da afstand fra planerne om de selvstyrende grupper. Forbundets stilling var
The Brewery Workers' Union - and in particular the Copenhagen brewery workers and the Fredericia Committee - started to take part in the debate on, and the fight for, jobs at the brewery at a relatively late stage in the planning phase.
45 begrundet med, at man ikke kunne acceptere, at en bryggeri arbejder skulle sætte en anden i arbejde.
In negotiations on manning levels, they demanded 730 jobs but had to accept 168, 25% more than the employers' proposal of 134.
Hvorvidt indstillingen også bundede i en generel opfattelse af, at selvstyrende grupper var imod arbejdernes interesser, blev ikke efterprøvet.
The Brewery Workers' Union's consultant later assessed the manning level require ment at 220, which was the basis for the Fredericia workers* demands for more jobs and strike action.
Samarbejdsforholdene mellem ledelse og arbejdere
The Copenhagen brewery workers supported this action.
Det var et centralt led i de oprindelige intentioner allerede i ide- og initiativfasen, at der skulle føres en medarbejder venlig politik og at der skulle etableres et positivt samarbejde mellem ledelse og arbejdere på det nye bryggeri.
The workers at the FB had pressed regularly for more jobs and in many individual cases their wishes had been met.
I selve projekteringen af bryggeriet blev disse tanker tilgodeset gennem etableringen af et antal små mødelokaler og "kommunikationsgange" placeret decentralt i medarbejderhusene samt indirekte gennem attraktive fysiske omgivelser og medarbejderfaciliteter. bejderfaciliteter.
Middle management, particularly the production management, also exerted pressure at various stages to achieve higher manning levels in the brewery workers' group as well as in their own group.
Det nærmere arbejde i forbindelse med planlægningen af samarbejdsforholdene foregik i medarbejderforholdsgruppen, hvortil man havde knyttet en konsulent fra Dansk Arbejdsgiverforening, som specielt beskæftigede sig med samarbejdsforhold i relation til den generelle samarbejdsaftale mellem Dansk Ar bejdsgiverforening og LO.
The managing director of the Fredericia Brewery had drawn up the proposal regarding the low manning levels at the start-up of the brewery, but he took a positive view as to later needs for smaller increases in manning levels.
Denne konsulent udarbejdede et for slag til samarbejdsorganisationens opbygning og dertil hørende uddannelse i samarbejdsspørgsmål.
However, he was not inclined to take on more people than he considered absolutely necessary.
I FB-ledelsen var det specielt administrationschefen, der engagerede sig i opbygningen af samarbejdssystemerne.
Most was achieved in the areas of buildings and production plant and equipment, whereas work organisational matters and cooperation between management and workers were unsatisfactory.
Det var hans synspunkt, at man burde gå utraditionelt til værks og opbygge samarbejdet på lokale præmisser.
The development in the planning and runningin phases has already been out lined, in particular the various parties* involvement in the individual phases.
Dette ville, mente han, også være en større fordel for arbejderne, idet man på bryggeriet var indstillede på at skabe bedre forhold for ar bejderne end de, der var baserede på fagforeningernes for handlede rettigheder.
Special attention has been given to the course of events regarding autonomous production units, cooperation between management and workers and the question of manning.
Ved produktionens opstart opstod der et stigende arbejdspres.
This final chapter gives a brief summary of a number of aspects which seem to have had a particular bearing on the lack of results in the fields of work organisation and industrial relations.
Presset medførte et stigende behov for styring og kontrol og der opstod de første konflikter mellem arbejdere og ledelse.
The points made are at the same time the author's conclusions as regards the role and the involvement of the various parties in the planning and runningin phases.
Arbejderne fik dog almindeligvis ret hurtigt deres synspunk ter og krav igennem.
Insufficient integration of technical and work organisational planning
Bl.a. ved en lønkonflikt i vinteren 1980 blev arbejdernes krav hurtigt imødekommet.
The early phases of the planning process, i.e. the concept and design phase, saw an integrated planning of buildings, plant and aspects of work organi sation.
Samarbejdet udvik lede sig dog fortsat i negativ retning.
This planning work resulted in a number of proposals in principle regarding small autonomous production units.
Denne forringelse af samarbejdsforholdet afspejlede bl.a. en konflikt mellem hen synet til produktionen og hensynet til fastholdelse af det samarbejdsmiljø, der var lagt op til fra starten.
These proposals were develop ed in the subsequent phases and formed the basis for the actual project planning phase.
Denne konflikt gjorde sig også gældende inden for ledelsesgruppen, hvilket yderligere vanskeliggjorde samarbejdet, specielt i samarbejdsudvalget.
The later phases, on the other hand, reflected a separation of technical and organisational aspects.
Da konflikten i ledelsesgruppen medførte, at administrationschefen blev fyret i foråret 1980 nedlagde arbejderne arbejdet med krav om dennes genansættelse.
Consequently, the considerations given to the social structure, following the concept and design phase, only had a minimal impact on the way the plant and equipment were devised.
Dette skete dog ikke, men ved en efterføglende to dages konference for samarbejdsudvalgets medlemmer blev samarbejdet og tilliden genoprettet mellem parterne.
The work of the industrial relations committee in the programming phase was thus only integrated in the technical programming and projecting phase to a small extent.
Den senere udvikling af samarbejdsforholdene har ikke stået mål med de intentioner, man havde på området. Selv om det daglige samarbejde mellem arbejdere og den nærmeste ledelse
The lack of integration in the later phases was partly due to problems of timing, as the industrial relations committee submitted their proposals too late to have any impact on the plant and equipment, partly because the
Desuden er samarbejdet mellem ledelsen og arbejdernes tillidsrepræsentanter problemfyldt med en lav grad af tillid mellem parterne.
50 committee's work was not (or only to a very limited extent) aimed at con tributing to a joint optimization of the technical and social structures.
Sammenfattende synes parternes rolle for samarbejdsudviklingen at være:
In fact, its only purpose was to put forward proposals on the setting up of the social structure, independently of the production system itself.
- Gennem projekteringen har de tidligt involverede instanser (byggekomite, projektgruppe m.fl.) skabt de fysiske rammer for et decentralt samarbejdsmiljø.
This is a perti nent observation, but the objection is only partly valid as in some areas the technical plans were in fact not fully in harmony with the aims re garding work organisation.
- Medarbejderforholdsgruppen har arbejdet med samarbejdsspørgsmål, men der blev ikke truffet endelige beslutninger om, hvordan dette skulle etableres, og det var i høj grad op til den nye direktion at fortolke og udforme de nærmere planer.
This applied to the interrelationship between technology, job content and the possibilities for autonomy, something the industrial relations committee was aware of but which did not result in a reassessment of the technical plans.
Fredericiaudvalget har forholdt sig skeptiske overfor de nye samarbejdsintentioner og kommunikeret denne skepsis til FB-bryggeriarbejderne (det ser ud til, at Fredericia-udvalgets skepsis i første omgang "prellede af" på FB-arbejder-ne, men har haft virkning på længere sigt).
Con tact was, however/· limited to a single meeting between the group management and the union's executive. Once the new employees had been taken on the management intended to set up a structure for close cooperation with the workers, but until that time no workers participated in the planning.
FB-arbejderne var begejstrede for de nye samarbejdstanker på Fredericia Bryggeri og ønskede at arbejde positivt med på etableringen heraf.
They played an important role in the development of the new firm through various labour movement bodies, by expressing their points of view in the press, through agreements and collective bargaining and through contacts with the new members at the Fredericia Brewery.
De var imidlertid usikre overfor det nye og svingede mellem stor begejstring og dyb skuffelse.
In some areas their influence was direct, e.g. on issues relating to pay, manning levels and autonomous groups.
Den store gruppe af bryggeriarbejdere var ret splittet og tillidsrepræsentanterne var for de flestes vedkommende uerfarne og formåede ikke at skabe sikkerhed og en fælles linie i samarbejdsspørgsmålene.
In other aspects the influence was indirect, in that they influenced opinion and made others aware of conflicts of interest between workers and employers.
Mellemledergruppen følte sig klemt mellem arbejderne og den øverste ledelse, som de mente var for eftergivende over for arbejdernes stigende krav. Som den gruppe, der i særlig grad kom til at identificere sig med kravene til produktionen, kom den i et konfliktforhold til arbejderne.
The influence òf the trade unions made itself felt as opposition to management's goals and intentions regarding work organisation and industrial re lations, and there was no joint examination of organisational structures acceptable to both parties.