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BECÉÌÎñÓ¢Óï¸ß¼¶¿¼ÊÔÀúÄêÕæÌ⣨11£© Beyond paperwork
The Danish electronics manufacturer, Oticon, is a leader in the move towards the paperless office, In their cafeteria a huge glass pipe runs from ceiling to floor. When the mail comes in, it is immediately scanned into the computer, shredded, and thrown down the tube to the general cheers of the employees. (0) Having all mail and memos available only as computer files to be read on the screen makes it easy to dispense with large physical storage spaces for people who work at desks (9)
Changing over to the paperless office required a rapid increase in computer literacy, but rather than set up a corporate training programme they turned the problem over to employees. Eight months before the system was installed , they offered each employee a powerful personal computer for use at home in exchange for training themselves to use it. (10)
The big change was not the move from paper memos to computer messages. Oticon realised that the more radical transformation is from written to verbal communication.(11)
that adds up to a large number of face-to-face exchanges, a big improvement over memos and the occasional
multi-hour sit-down consultation typical of the old culture. People do not send each other memos, they talk. As the CEO puts it, ¡° We have jumped through the memo wall and gone right to action.¡± On the eighth of August 1991 , the company left their old wood-panelled offices .(12) Since then they have cut in half the ¡° time to market¡± on new products. The following year, sales and profits grew more than ever before. (13) in fact, despite a downsizing of 15 per cent employee satisfaction is hitting record highs.
Oticon has created an organizational pattern that supports great freedom iof action for
individuals and terms. They have tied it together with a minimum hierarchy. The first clear results to show up were in the greater efficiencies generated by the fact that less time needed to be spent on management activities . (14) they also have some investment in the success of the project they choose. Oticon has succeeded in breaking the mould mould and taking a lead in non-bureaucratic organizational design.
A This saving was possible because when people have real choice in the nature of their jobs, they commit themselves to being responsible for their areas of choice. B They were headed for a new building and a new era in communication.
C Instead, they have large private areas on their hard disks for their correspondence. D In spite of this, the physical office layout at Oticon is one of its most charming features.
E Over 90 per cent accepted , and they organized a club to help one another learn.
F To facilitate this, the on-site coffee bars have now become the venue for about twenty meetings a day, averaging ten minutes and 2.7 participants each. G So, are people happy with the change£¿
H Only about ten documents a day, items like legal contracts, escape this treatment. ¡¶Beyond paperwork¡·£¬Ò»¸ö¹«Ë¾Îªpaperless officeËù×öµÄŬÁ¦¡£
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BECÉÌÎñÓ¢Óï¸ß¼¶¿¼ÊÔÀúÄêÕæÌ⣨12£© Time for a new career
¡°losing your job isn?t the end of the world: it gives you?re the chance the a new beginning (0) says Caroline Poole, 30, Who was made redundant (31) her role as head of marketing campaigns with an insurance group two years ago. The news was a blow, especially after a successful nine-year career with the business, but she was determined to see redundancy (32) a positive force for change. (33) it seemed a tough lesson at the time, redundancy was the catalyst that redirected my career, ¡° says Caroline ¡°It gave me the break I needed to understand (34) my career objectives lay.¡± Working with a consultant, Ca
roline explored a number of work options that oppealed to her. She also took advantage of workshops on issues (35) as setting up your own business, and managing your finances. A key consideration for her was (36) easy it would be to balance working in London with home life 100 kilometers away. She was encouraged to network (37) other marketing professionals and via this route made contact with a communications agency. She took time out to go travelling , and on her return was offered a role in the agency. (38) was proof to her that she still had marketable skills. Two years (39) from redundancy, Caroline is planning another career break . ¡° The experience of redundancy has made me view my options with more confidence. I now know that I can dictate my own career path, even (40) it were to mean resigning first and then taking time to find the right direction¡± she says. Ìî´Ê°æµÄÍêÐÎÌî¿Õ£¬¹ØÓÚʧҵ֮ºó¸ÃÈçºÎ¿ªÊ¼ÐµÄÖ°ÒµÉú»îµÄ¡£ÕâЩÎÄÕ¶Á¶àÁË£¬¶ÔÈËÊÇ»áÓÐÆô·¢µÄ¡£´ËÍ⣬ÕâÖÖÌâÐÍÒ²ºÜ¿¼ÑéÈ˵ÄÓïÑÔ¹¦µ×£¬¶ÌÓï»ýÀۺͻù±¾µÄÓ﷨֪ʶÊDZز»¿ÉÉٵġ£31Ì⣬¿¼²éµÄÊǹ̶¨´îÅä¡£ÕâÀïµÄÒâ˼ºÜÃ÷ÏÔ£¬ÊÇÖ¸Õâ¸öÅ®µÄÔÚ×Ô¼ºµÄְλÉϱ»¿ª³ýÁË£¬make redundantÊÇÉÌÒµÓ¢ÓïÀïµÄµØµÀ˵·¨£ºFollow a fair and legal process when it's necessary to dismiss staff on the grounds of redundancy.Èç¹ûÊÇmade redundant£¬ºóÃæµÄ½é´ÊÓÃfrom£¬¿ÉÒÔ¿´¸öÀý¾ä£ºJust been made redundant from your last job£¿ 32Ì⣬±È½Ï¼òµ¥£¬see as£¬½«Ê²Ã´ÊÓΪ¡£½«Ê§ÒµÊÓΪ¸Ä±äµÄ»ý¼«¶¯Á¦¡£ 33Ì⣬ËäÈ»ÊǼèÄѵÄÒ»¿Î(a tough lesson)£¬»¹ÊǸıäÁËÎÒµÄÖ°Òµ·½Ïò(redirect my career)£¬ÓÐתÕÛµÄÒâ˼£¬althoughºÍthough¡£ 34Ì⣬ÕâÊǸö¶¨Óï´Ó¾ä£¬µ±ÖÐÒªÌîÈëµÄÊǹØÏµ´ú´Ê¡£¸øÁËÎÒÐèÒªµÄʱ¼ä£¬À´ÅªÃ÷°×ÎÒµÄְҵĿ±ê·ÅÔÚÄÄ¡£ÓÃwhere¡£ 35Ì⣬ÕâÌâºÜÃ÷ÏÔ£¬¾ÙÀýµÄ£¬ÓÃsuch as¡£ 36Ì⣬·ÖÎöÕâ¸ö¾ä×ӵijɷ֡£Ç°ÃæÊÇa key consideration,×öÖ÷ÓÓиöwas£¬ÊÇνÓwasºó
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