評論
打印
Man: Before it was started, the greatest fear was that, with the change in the support provided, people would be less productive. As it's turned out, staff have to be actively encouraged to take short breaks. You see, they tend to feel they have to answer the phone at the first ring, in case their manager thinks they're sitting around watching TV, even though they know we don't do that kind of checking up.
男：在實行這種制度之前，人們最大的擔憂是，隨著公司提供的設備的變化，員工的工作效率會降低。事實證明，我們必須積極鼓勵員工在工作時做短暫的休息。因為，他們普遍認為只要電話鈴一響，他們就應該立馬接起來，以免被經理認為他們是在看電視而不是在工作，盡管他們知道我們并不會去查他們的崗。
Woman: When you joined Carserve you weren't happy with the ways things were being run, were you? What was the problem?
女：當初加入Carserve的時候，你對公司的運作并不滿意，是嗎？那公司當時的問題是出在哪里的呢？
Man: The management focused on what could be put down on paper, like an organogram showing reporting lines. But they tended to avoid the less concrete issues, like how to ensure the workers knew what they were expected to achieve. So despite detailed planning and plenty of memos, in reality people were working in a bit of a vacuum.
男：當時的管理層看重的都是能留在紙上的東西，比如顯示匯報關系的組織圖，但他們傾向于避開不那么具體的問題，比如如何確保員工知道他們應該達到的目標。所以，即便有詳細的計劃和大量的備忘錄，員工們實際上還是在真空環(huán)境里工作。
Woman: How did you turn that around?
女：那你是怎么扭轉局勢的呢？
