Part 2 Beyond paperwork 超越紙質(zhì)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

丹麥電子生產(chǎn)商Oticon是一家朝著推動(dòng)無(wú)紙化辦公的領(lǐng)導(dǎo)者浴捆。在他們的自助餐廳里，一個(gè)巨大的玻璃管從天花板到地板在運(yùn)作毯焕。當(dāng)收到一份郵件時(shí)，這郵件立即掃描至電腦中愉适，切碎侍咱，然后隨著雇員的歡呼聲扔進(jìn)一個(gè)管道中幅垮。一天只有10封像法律合同這樣的文件，可以逃脫這樣的對(duì)待名眉。對(duì)這些在辦工作前工作的員工，把這些所有的獲得的郵件和備忘錄只是作為一個(gè)電腦文件锤窑，通過(guò)屏幕閱讀可以很輕松的避免大量物理空間璧针。相反，在他們的硬盤里渊啰，他們有很多大量的專用空間供他們回復(fù)郵件探橱。

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

換成無(wú)紙化辦公要求對(duì)電腦知識(shí)的快速掌握， 但是與其說(shuō)要建立一個(gè)公司的培訓(xùn)計(jì)劃绘证，不如讓他們把問(wèn)題拋給他們的雇員隧膏。8個(gè)月之前系統(tǒng)建立起來(lái)，他們給他們的每一個(gè)雇員配備了一個(gè)功能強(qiáng)大的私人電腦用來(lái)在家使用嚷那，這樣用來(lái)代替他們的培訓(xùn)計(jì)劃胞枕。超過(guò)90%的員工接受這一方案，然后他們組織了一個(gè)社團(tuán)來(lái)幫助一個(gè)個(gè)去學(xué)習(xí)魏宽。

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."

最大的改變不是把紙質(zhì)的備忘錄變成電腦的信息腐泻。Oticon意識(shí)到更重要的轉(zhuǎn)變是從書面到口頭的溝通。為了推動(dòng)這些队询，這個(gè)廠區(qū)內(nèi)的咖啡吧現(xiàn)在已經(jīng)成為了一天大約20個(gè)會(huì)議的場(chǎng)所派桩，平均一場(chǎng)10分鐘突勇，每個(gè)會(huì)議2.7個(gè)參與者年栓。

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，公司搬離了他們陳舊的木板造的辦公滔灶。他們前往新的辦公大樓送膳，并開啟了一個(gè)新的溝通的紀(jì)元员魏。 從那以后他們消減了一半把新產(chǎn)品推向市場(chǎng)的時(shí)間。
第二年叠聋，銷售業(yè)績(jī)和利潤(rùn)比之前大大增加撕阎。因此，員工對(duì)這些改變滿意嗎碌补？ 事實(shí)上虏束，雖然有15%的裁員名斟，員工的滿意度達(dá)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已經(jīng)創(chuàng)造了一個(gè)公司的組織模式魄眉，即對(duì)個(gè)人和團(tuán)隊(duì)給予足夠的自由度砰盐。他們已經(jīng)用最小的等級(jí)制度將這些員工和團(tuán)隊(duì)牢牢地綁在一起。第一個(gè)清晰的結(jié)果是更高的效率是通過(guò)花相對(duì)少的時(shí)間花在管理行為上坑律。這種節(jié)約可能是因?yàn)楫?dāng)員工有了真正的對(duì)他們自然工作的選擇時(shí)岩梳，他們將會(huì)對(duì)他們自己的選擇負(fù)責(zé)。他們也有了一些對(duì)他們成功的選擇項(xiàng)目的投資回報(bào)晃择。Oticon已經(jīng)成功打破了固有的模式冀值，并作為一個(gè)在無(wú)官僚化公司模式設(shè)計(jì)中起了帶頭作用。