評(píng)論
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MANAGEMENT books have a deservedly poor reputation.
管理學(xué)書籍活該口碑差。
Too often they are written by people who confuse insight with jargon, the types who love to call a spade a "manual horticultural utensil".
這些書的作者常是那些用專業(yè)術(shù)語故弄玄虛，喜歡將直言不諱稱作“手工園藝器具”的人。
At the other end of the scale are tomes containing a plethora of pithy platitudes about "breaking the mould" and "worshipping the kill".
與之形成對(duì)比的是那些包含大量“打破固有模式”以及“崇拜精英”的陳詞濫調(diào)。
The choice, in short, is between the incomprehensible and the inconsequential.
總之，就是介于令人費(fèi)解和毫無邏輯之間。
So it was a joy for Bartleby to read "It Doesn't Have to be Crazy at Work", by Jason Fried and David Heinemeier Hansson,
對(duì)本專欄作者而言，閱讀賈森·弗里德和戴維·海涅邁爾·漢森的書籍《It Doesn't Have to be Crazy at Work》是一種樂趣，
who run a software company in Chicago called Basecamp.
他們?cè)谥ゼ痈玳_了一家軟件公司Basecamp。
Their book is funny, well-written and iconoclastic and by far the best thing on management published this year.
他們的書很有趣，寫的也很好，還打破了人們的傳統(tǒng)模式。到目前為止，這本書是今年出版的管理類最佳書籍。
The authors argue that it is perfectly possible to run a business with consistently growing profits (as they do) without requiring employees to work madly long hours.
兩位作者爭論稱在不要求員工瘋狂加班的前提下，公司保持利潤增長是完全有可能的。
Tired workers will not be productive since "creativity, progress and impact do not yield to brute force".
疲憊的員工不可能高效工作，因?yàn)椤皠?chuàng)造力、進(jìn)展和影響不會(huì)屈服于蠻力”。
Sleep-deprived managers are likely to be counterproductively impatient.
睡眠不足的經(jīng)理們可能會(huì)變得沒有耐心，結(jié)果適得其反。
Basecamp employees have a 40-hour week, except in the summer when the company runs a four-day, 32-hour week.
Basecamp的員工們一周工作40個(gè)小時(shí)，除了在夏季，公司一周工作四天，每周工作時(shí)長32小時(shí)。
They also get three weeks' holiday every year (subsidised by the firm to the tune of $5,000 per person),
他們每年還有一次為期三周的假期（由公司資助，金額多達(dá)5000美元每人），
a month-long sabbatical every three years, and a monthly massage at a spa.
每三年有一次為期一個(gè)月的休假以及每月有一次溫泉浴場按摩。
Those are the right sort of perks, say Messrs Fried and Heinemeier Hansson.
那些是額外津貼，弗里德和海涅邁爾·漢森表示。
The wrong kind, found in many offices, include free dinners, games rooms and snack bars, which are all devices to keep employees at the office for longer.
很多公司都設(shè)有免費(fèi)午餐、游戲室和小吃部，這些設(shè)施都是為了讓員工在辦公室待久一點(diǎn)。
Workers should also beware of companies that declare "we're all family here"—a ruse to get workers to put their employers ahead of the needs of their real families.
員工們也應(yīng)該警惕公司宣稱的“在這里我們是一家人”—這種策略是為了讓員工將雇主置于他們真實(shí)的家庭需求之上。
Another criticism of corporate culture levelled by the book is that offices have become interruption factories.
書中批評(píng)的另一種同等的企業(yè)文化是辦公室已經(jīng)成為了中斷式工廠。
People are working longer and later because they cannot get stuff done at the office any more.
人們工作時(shí)間越來越長，工作到越來越晚，因?yàn)樗麄冊(cè)僖矡o法在辦公室完成任務(wù)。
At a conference attended by 600 people, the authors asked how many had recently enjoyed 3-4 hours of uninterrupted work; only 30 hands went up.
在一個(gè)600人的會(huì)議上，兩位作者問到，近期有多少人能在不受打斷的情況下，連續(xù)工作3到4個(gè)小時(shí)；僅有30個(gè)人舉手。
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