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》,一个公司为paperless office所做的努力。

第九题,在一段话的最后填写一个句子。第一段就是介绍这个公司的基本情况,当有邮件进来时,立马传到电脑上,然后传给每个员工。最后一空前面的句子说,让所有的邮件、备忘录等等只以电脑文件的形式在屏幕上被读取有利于为办公桌旁边的人省出空间。后面要填入的是本段的最后一个句子,所以内容是紧跟上面的内容说的。前面说省出办公桌旁边的空间,是好处,那么后面应该还是关于这种computer files的好处,C选项最符合这个条件:在硬盘上有足够大的私人通信区域。


第十一题,这段是关于具体的转变的实现。最大的变化不是由纸上向电脑转变,而是由书面交流向口头交流的转变。要填对这一空,关键得看后面的一句:那大幅度增加了面对面交流的次数。从后面这个句子中的that可以看出,前面的空应该填入的是要实现从书面交流向口头交流转变的措施,实行了什么措施,才会增加face-to-face communication。选F:一天20次会议,一次10分钟,供人交流。

第十二题,这题答案是最明显的。前面说办公室搬迁。后面接着就该说搬到哪里去了,选B,headed for是非常明显的暗示。搬到了一个新建筑,同时也搬进了一个沟通的新时代。


第十四题,最后一段全是夸这个公司的,在组织模式上给了个人和组织很大的自由。这一空的前面介绍的是这种自由给组织带来的第一个好处(first clear results),说在管理活动上所花的时间少了,效率因此提高了。空格后面是第二个好处(also),那么空格的内容就应该是对第一个好处的进一步说明。选A,this savings是很明显的,指前面花的时间比较少。A介绍的是能这么节省的原因。