`Scandinavion Model`

8/03/15
My experience
Peter Bailliere
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8/03/15
Scandinavisch model
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Het Scandinavische model verwijst naar de economische en sociale modellen van de
Scandinavische landen (Denemarken, Groenland, Faröer, IJsland, Noorwegen, Zweden en
Finland). Deze bijzondere aanpassing van de gemengde markteconomie wordt gekenmerkt door
welvarende landen (in vergelijking met andere ontwikkelde landen), die specifiek zijn gericht op
het verbeteren van de individuele autonomie, het waarborgen van de universele beschikbaarheid
van de fundamentele mensenrechten en de stabilisering van de economie. Het onderscheidt zich
van andere welvarende landen met dezelfde doelen door de nadruk op het maximaliseren van de
arbeidsparticipatie, de bevordering van gendergelijkheid, egalitaire en uitgebreide uitkeringen,
grote omvang van de herverdeling, en liberale gebruik van expansief fiscaal beleid.[1] Het
Scandinavische model is echter niet één enkel model met specifieke componenten of
voorschriften; elk van de Scandinavische landen heeft zijn eigen economische en sociale
modellen, soms met grote verschillen ten opzichte van de buren.
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Scrubber water clening
Waste heat recovery
GCU LNG Carriers
Exhaust gas cleaning
Steam generation
Thermal fluid heating
Crankcase gas cleaning
Cooling and heating
Desalination
Ballast water treatment
Oily waste treatment
Fuel condtitioning
Inert gas systems
Filtration
Oil treatment
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Tank cleaning
Tewerstellingsgraad
20-64
67,2%
79,4%
Gemiddelde loopbaan
32,1 jaar
40,4 jaar
Totale populatie (2013) 11, 1 Miljoen
9,5 Miljoen
Actieve populatie
4, 94 Miljoen
5,02Miljoen
Staatsschuld
99,8%
38,2%
Some consequences
:
Werkloosheid
8,9%
-  Unemployment benefits limited in
8%
time
-  Rehabilitation for sick people
-  Retirement ages amongs highest
in the world
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Clarity
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Management * Sweden *
Leadership
Flat & informal
Systematic but flexible
approach
Coaching (suggest
rather than give
instruction)
Person doing job
knows more than
anyone else
Managers not expected
to have all the answers
Relaxed pace
Motivation
Unanimity and active
consensus style
Slower to make
decisions but more
efficient in
implementation
Based on listening,
persuasion and
reconciling contradictory
positions
Negotiating based on
personal conviction and
self-restraint
Collegial, but not
collective – individual
opinions expressed,
disagreement
acceptable, with
reconciliation as a goal
Self-development
and personal
initiative expected
Concern for material
security
Environmental
consciousness and
preservation of nature
is positively
recognised
Safety is a motivation
in decision-making
and is rewarded
Communication
Punctuality is highly
valued
Move quickly to first
name basis
Business and personal
relationships are kept
separate
Open, honest and direct
Serious about business
Take turns and listen
without interruption
Unemotional
practicality
Cultural Connections 1998
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“Henry Ford started the
Assembly line.
Now Volvo has stopped it.
For natural reasons.”
Visitors to the small town of
Uddevalla on Sweden's West
Coast will find Volvo's latest car
plant sited right by the sea.
Inside the plants, "the greatest
stop forward in the history of
modern car production has been
taken", according to many
experts.
The assembly line is gone.
Instead, cars stand in workshops
during assembly, a small team
building a complete car.
The teams of workers see
themselves as families and that
is just what they are. Men and
women of all ages work side by
side, using special ergonomically designed machines evolved
especially for them.
The Uddevalla workers have
already demonstrated that their
way of making cars is more
natural an often more efficient
than the traditional assembly
line. They have confirmed
Volvo’s belief that
.
responsibility, involvement,
comradeship and joy
increase work satisfaction
and raise product quality.
Volvo’s thinking is quite
natural: build a car with
commitment, pay attention
to quality, ant the owner
will soon notice the
difference.
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Volvo Cars
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Low degree of specialization
Flat organizational shape
Decentralized
Functional structure in
combination with matrix
Formal bureaucracy is replaced
by direct contact between
individuals.
Unclear processes
Organizational development is
utilized by innovation.
Employees work with their
managers to establish objectives
Organizations need to adapt to
their environment.
Ford
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High degree of specialization.
Hierarchical structure
Centralized
Functional structure
Senior Management involved
in everyday operations
Controlling and planning
Stresses the structural aspects
of the organization
Use of job descriptions, job
responsibilities, and a clear
line of command.
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CO-DETERMINATION
Vakantie week
28-31
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! 
Female Mgrs%/Total
Managers
! 
Level 2 : 4 (2009: 3)
Level 3 : 26 (2009: 28)
"  Level 4 : 46 (2011: 47)
" 
Level 3: 16% (2009: 14%)
"  Level 4: 19% (2009: 16%)
"  Level 5: 19% (2009: 14%)
" 
" 
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Female Graduates/Female
Recr.
" 
! 
# Nationalities
Mgrs in non-origin
country
" 
68% (2010 : 65%)
L2+3+4 : 75 or 15%
(same as in 2011)
Compass Diversity Index
" 
74% (2009: 64%)
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#  Fundamenteel Recht (en Privilege + Plicht) op werk
#  Innovatie en efficiency primeren –feiten en cijfers voor privacy en ideologien
#  Vertrouwenscultuur (maar maak er geen misbruik van)
#  Sterk individualisme gecombineerd met nationaal gevoel,teamwork & sociale rechtvaardigheid
•  “iedereen is verantwoordelijk voor zichzelf/ staat zorgt voor mij als ik niet meer kan
•  levenskwaliteit & sociale herverdeling primeert boven indvidueel materieel success
#  Work-life balance = levensbalans
•  Minder stress en nietsdoen mag (genieten minder…)-Gezondheid (ook mentale ..) primeert
#  Inspraak – dialoog – consensus – confrontatie moet vermeden worden
#  Vakbonden: co-determinatie maar met vertrouwen & verantwoordelijkheid
#  HR beleid meer mens- en waardengestuurd dan systeem-/policy georienteerd – engagement &
employee satisfaction veelal voornaamste KPI’s- Management is key
#  Flexibliliteit & Diversiteit nog voor verbetering vatbaar
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#  Hoge belastingen en zwaar overheidsapparaat
#  Tragere besluitvorming ( maar snel en rechtlijnig in uitvoering)
#  Individuele performance?
#  Onderwijs in Zweden
#  Gebrek aan service
#  Goede individuele sensoren vereist
#  Privacy?
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