（雅思課外精讀）辦公室政治如何應(yīng)對(duì)辦公室革命

隨著留學(xué)市場(chǎng)的不斷發(fā)展，越來(lái)越多的學(xué)生選擇留學(xué)。如果你也是想要留學(xué)的學(xué)生之一，那么你就需要參加語(yǔ)言考試，其中雅思托福就是最為常見的英語(yǔ)考試，下面中國(guó)教育在線外語(yǔ)頻道小編就為大家介紹一下【雅思課外精讀】辦公室政治：如何應(yīng)對(duì)辦公室革命？。

Office politics

辦公室政治

The fight over the future of the workplace has just begun

對(duì)未來(lái)工作地點(diǎn)的爭(zhēng)論才剛剛開始

1. Most people associate the office with routine and conformity, but it is fast becoming a source of economic uncertainty and heated dispute. Around the world workers, bosses, landlords and governments are trying to work out if the office is obsoleteand are coming to radically different conclusions. Some 84% of French office workers are back at their desks, but less than 40% of British ones are. Jack Dorsey, the head of Twitter, says the companys staff can work from home forever but Reed Hastings, the founder of Netflix, says home-working is a pure negative. As firms dither, the $30trn global commercial-property market is stalked by fears of a deeper slump. And while some workers dream of a Panglossian future without commutes and Pret A Manger, others wonder about the threat to promotions, pay and job security.

大多數(shù)人將辦公室與遵守規(guī)則聯(lián)系在一起。但是辦公室正在帶來(lái)經(jīng)濟(jì)的不確定性和激烈的爭(zhēng)論。世界各地的工人，老板，房東和政府都想知道辦公室是不是已經(jīng)過(guò)時(shí)了，他們得出了截然不同的結(jié)論。84%的法國(guó)人回到了辦公桌之前，但在英國(guó)只有不到40%。Twitter負(fù)責(zé)人Jack Dorsey表示，Twitter的員工永遠(yuǎn)在家工作。但是Netflix的創(chuàng)始人Reed Hastings表示，在家工作不可能。由于各公司在這個(gè)問(wèn)題上的分歧，人們對(duì)價(jià)值30萬(wàn)億元的全球商業(yè)地產(chǎn)市場(chǎng)的擔(dān)憂進(jìn)一步加劇。雖然一些員工夢(mèng)想著沒(méi)有通勤和快餐的美好未來(lái)，但是也有人擔(dān)心這對(duì)升職，薪資和各種工作保障產(chǎn)生影響。

2. The disagreement reflects uncertainty about how effective social distancing will be and how long it will take before a covid-19 vaccine is widely available. But it is about more than that: the pandemic has revealed just how many offices were being run as relics of the 20th century, even as it triggered the massadoption of technologies that can transform white-collar work. As a result the covid calamity will prompt a long-overdue phase of technological and social experimentation, neither business as usual nor a fatal blow to the office. This era holds promise but also brings threats, not least to companies cultures. Instead of resisting change, governments need to update antiquated employment laws and begin reimagining city centres.

這種分歧反映了人們對(duì)社交距離有效性和疫苗普及時(shí)間的不確定。不僅如此，此次疫情還展現(xiàn)了很多20世紀(jì)建造的辦公室現(xiàn)在仍在使用，盡管這些辦公室里面催生了可能改變白領(lǐng)工作模式的科技成果。此次疫情將推動(dòng)一場(chǎng)科技和社會(huì)的革命，這既不像平常的工作，也不是對(duì)辦公室的致命打擊。疫情既帶來(lái)了希望，也帶來(lái)了威脅，尤其是對(duì)公司文化的威脅。政府不該抵制變革，而要更新早就過(guò)時(shí)的就業(yè)法規(guī)，重新規(guī)劃城市。

3. Two hundred years ago steam power brought workers to factories where they could use new machines. As corporate giants emerged in the late 19th century, staff were needed to administer them. They held planning meetings and circulated memos, invoices and other paperwork to record what they had done. All this required workers to be close together and created the pattern of people commuting by car or train in order to meet in a central office.

兩百年前，蒸汽機(jī)把工人帶到了工廠，在那里他們可以使用新機(jī)器。19世紀(jì)末各種大企業(yè)出現(xiàn)，對(duì)員工的需求也在增加。工人們召開計(jì)劃會(huì)議，分發(fā)備忘錄，發(fā)票和其他文件，以記錄他們所做的事情。所有這些都要求員工們要住得很近，因此人們?yōu)榱嗽谵k公室見面而開車或者火車通勤的上班模式形成了。

4. This system always had glaring shortcomings, some of which have become worse over time. Most people hate the hassle and expense of commuting, which eats up over four hours a week for the average American worker. Some dislike the noise and formality of offices, or suffer fromdiscrimination within them. Office-bound workers find it harder to look after their children, a growing issue as more families have two working parents.

但是這種模式有明顯的缺點(diǎn)，隨著時(shí)間的推移，其中的一些缺點(diǎn)逐漸惡化。大多數(shù)人討厭通勤帶來(lái)的麻煩和支出，普通美國(guó)人每周要花4小時(shí)在通勤上。有些人則是不喜歡辦公室嘈雜的環(huán)境和各種繁文縟節(jié)，有的則是在辦公室收到了歧視。在辦公室工作的員工很難能夠照顧到孩子，而且如今越來(lái)越多的家庭夫妻都要出去工作，這個(gè)問(wèn)題也就變得越來(lái)越嚴(yán)重。

5. You might think that new technologies would have shaken up this unsatisfactory status quo. After all, the pdf electronic document was born in 1991, the cost of bandwidth collapsed in the 2000s, and Zoom and Slack, two firms whose technology powers remote working, are both nearly a decade old. Yet inertia has allowed the office to escape serious disruption. Before covid-19 struck, for example, flexible-office companies (including the troubled WeWork) had a tiny global market share of under 5%. Most businesses were unwilling to switch wholesale to remoteworking technologies before their clients did; or to write off sunk costs in the form of property assets and leases.

通過(guò)上文的內(nèi)容介紹，大家對(duì)“【雅思課外精讀】辦公室政治：如何應(yīng)對(duì)辦公室革命？”大家是不是有了一個(gè)大致的了解呢？如果大家還想了解更詳細(xì)、更多的相關(guān)內(nèi)容，則可以繼續(xù)關(guān)注本頻道，也可以向本頻道咨詢。

>> 雅思 托福 免費(fèi)測(cè)試、量身規(guī)劃、讓英語(yǔ)學(xué)習(xí)不再困難<<