BEC剑桥英语高级 Test 2, Reading Part 2

Part 2 Beyond paperwork 超越纸质工作

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.Only about ten documents a day, items like legal contracts, escape this treatment. 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 all desks. ....9....Instead, they have large private areas on their hard disks for their correspondence

丹麦电子生产商Oticon是一家朝着推动无纸化办公的领导者。在他们的自助餐厅里，一个巨大的玻璃管从天花板到地板在运作。当收到一份邮件时，这邮件立即扫描至电脑中，切碎，然后随着雇员的欢呼声扔进一个管道中。一天只有10封像法律合同这样的文件，可以逃脱这样的对待。对这些在办工作前工作的员工，把这些所有的获得的邮件和备忘录只是作为一个电脑文件，通过屏幕阅读可以很轻松的避免大量物理空间。相反，在他们的硬盘里，他们有很多大量的专用空间供他们回复邮件。

Changing over to the paperless office required a rapid increase in computer literacy, but rather than set up a corporate training programme they turn the problem over to employees. Eight months before the system was installed, they offer each employee a powerful personal computer for use at home in exchange for training themselves to use it. ....10....Over 90 per cent accepted ,and they organised a club to help one another learn

换成无纸化办公要求对电脑知识的快速掌握， 但是与其说要建立一个公司的培训计划，不如让他们把问题抛给他们的雇员。8个月之前系统建立起来，他们给他们的每一个雇员配备了一个功能强大的私人电脑用来在家使用，这样用来代替他们的培训计划。超过90%的员工接受这一方案，然后他们组织了一个社团来帮助一个个去学习。

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... 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.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 cash other memos, they talk. As the CEO puts it,"We have jumped through the memo wall and gone right to action."

最大的改变不是把纸质的备忘录变成电脑的信息。Oticon意识到更重要的转变是从书面到口头的沟通。为了推动这些，这个厂区内的咖啡吧现在已经成为了一天大约20个会议的场所，平均一场10分钟，每个会议2.7个参与者。

On the eighth of August 1991, the company left their old
wood-panelled offices....12...They were headed for a new building and a new era in communication. Sinces 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...So, are people happy with the change? In fact, despite a downsizing of 15 per cent, employee satisfaction is hitting record highs.

在1991年的8月8日，公司搬离了他们陈旧的木板造的办公。他们前往新的办公大楼，并开启了一个新的沟通的纪元。 从那以后他们消减了一半把新产品推向市场的时间。
第二年，销售业绩和利润比之前大大增加。因此，员工对这些改变满意吗？ 事实上，虽然有15%的裁员，员工的满意度达到了新高。

Oticon has created an organisational pattern that supports great freedom of action for individuals and teams. 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..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..They also have some investment in the success of the project they choose. Oticon has succeeded in breaking the mould and taking a lead in non-buresucratic organisational design.

Oticon已经创造了一个公司的组织模式，即对个人和团队给予足够的自由度。他们已经用最小的等级制度将这些员工和团队牢牢地绑在一起。第一个清晰的结果是更高的效率是通过花相对少的时间花在管理行为上。这种节约可能是因为当员工有了真正的对他们自然工作的选择时，他们将会对他们自己的选择负责。他们也有了一些对他们成功的选择项目的投资回报。Oticon已经成功打破了固有的模式，并作为一个在无官僚化公司模式设计中起了带头作用。