| Telecommuting-- substituting the computer for the trip to the job -- has been hailed as a solution to all kinds of problems related to office work. For workers it promises freedom from the office, less time wasted in traffic, and help with child-care conflicts. For management, telecommuting helps keep high performers on board, minimizes tardiness and absenteeism by eliminating commutes, allows periods of solitude for high-concentration tasks, and provides scheduling flexibility. In some areas, such as Southern California and Seattle, Washington, local governments are encouraging companies to start telecommuting programs in order to reduce rush-hour congestion and improve air quality. But these benefits do not come easily. Making a telecommuting program work requires careful planning and an understanding of the differences between telecommuting realities and popular images. Many workers are seduced by rosy illusions of life as a telecommuter. A computer programmer from New York City moves to the tranquil Adirondack Mountains and stays in contact with her office via computer. A manager comes in to his office three days a week and works at home the other two. An accountant stays home to care for her sick child; she hooks up her telephone modern connections and does office work between calls to the doctor. These are powerful images, but they are a limited reflection of reality. Telecommuting workers soon learn that it is almost impossible to concentrate on work and care for a young child at the same time. Before a certain age, young children cannot recognize, much less respect, the necessary boundaries between work and family. Additional child support is necessary if the parent is to get any work done. Management too must separate the myth from the reality. Although the media has paid a great deal of attention to telecommuting in most cases it is the employee’s situation, not the availability of technology that precipitates a telecommuting arrangement. That is partly why, despite the widespread press coverage, the number of companies with work-at-home programs or policy guidelines remains small. | |
| 电子交通--用电脑取代上班的往返--作为对各种各样的办公室工作问题的解决办法已受到了欢迎。 对工作者来说，它承诺不受办公室的约束，更少的时间浪费在交通上和有助于解决照看小孩的矛盾。对管理者来说，电子交通有助于挽留高效率的工作者，通过省去 办公室与家之间的来回往返，大大减少工作拖拉和旷工，给予管理者独处的时间来完成需要高度集中精神的任务，为管理者提供灵活的时间安排。在一些地区，如南 加利福尼亚和西雅 图、华盛顿，地方政府鼓励公司开始电子交通计划以减少交通高峰时的塞车和提高空气质量。 但这些益处也来之不易。要使电子交通成功需要仔细的计划并且理解电子交通的现实状况和流行的想象之间的区别。 许多工作者被电子交通的美好幻想所迷惑。一位电脑程序设计员从纽约市搬到了宁静的阿第伦达克山，用电脑保持与她办公室之间的联系。一位经理一 周三天到办公室，其他两天在家工作；一位会计师在家照顾她生病的孩子，接通电话调制解调器的接头，在同医生通话之余完成办公室工作。 这些是很有震撼力的情景，但也是对现实有限的反映。电子交通者很快发现在同一时间专注工作和照看小孩几乎是不可能的。在某个年龄之前，小孩子不可能意识到，更不可能尊重工作与家庭之间的界限。如果家长要完成工作，就必须另外照看小孩。 管理阶层必须把现实同神话分开。虽然传媒对电子交通投入了极大的关注，但在很大程度上，是员工的实际情况而不是技术的可能性促成电子交通的安排。 这就是为什么尽管有广泛的报导，具有在家工作项目或行动纲领的公司数目依然很少的部分原因。 |
| Telecommuting substituting the computer for the trip to the job has been hailed as a solution to all kinds of problems related to office work. For workers it promises freedom from the office, less time wasted in traffic, and help with childcare conflicts. For management, telecommuting helps keep high performers on board, minimizes tardiness and absenteeism by eliminating commutes, allows periods of solitude for highconcentration tasks, and provides scheduling flexibility. In some areas, such as Southern California and Seattle, Washington, local governments are encouraging companies to start telecommuting programs in order to reduce rushhour congestion and improve air quality. But these benefits do not come easily. Making a telecommuting program work requires careful planning and an understanding of the differences between telecommuting realities and popular images. Many workers are seduced by rosy illusions of life as a telecommuter. A computer programmer from New York City moves to the tranquil Adirondack Mountains and stays in contact with her office via computer. A manager comes in to his office three days a week and works at home the other two. An accountant stays home to care for her sick child she hooks up her telephone modern connections and does office work between calls to the doctor. These are powerful images, but they are a limited reflection of reality. Telecommuting workers soon learn that it is almost impossible to concentrate on work and care for a young child at the same time. Before a certain age, young children cannot recognize, much less respect, the necessary boundaries between work and family. Additional child support is necessary if the parent is to get any work done. Management too must separate the myth from the reality. Although the media has paid a great deal of attention to telecommuting in most cases it is the employee' s situation, not the availability of technology that precipitates a telecommuting arrangement. That is partly why, despite the widespread press coverage, the number of companies with workathome programs or policy guidelines remains small. | |
| dian zi jiao tong yong dian nao qu dai shang ban de wang fan zuo wei dui ge zhong ge yang de ban gong shi gong zuo wen ti de jie jue ban fa yi shou dao le huan ying. dui gong zuo zhe lai shuo, ta cheng nuo bu shou ban gong shi de yue shu, geng shao de shi jian lang fei zai jiao tong shang he you zhu yu jie jue zhao kan xiao hai de mao dun. dui guan li zhe lai shuo, dian zi jiao tong you zhu yu wan liu gao xiao lv de gong zuo zhe, tong guo sheng qu ban gong shi yu jia zhi jian de lai hui wang fan, da da jian shao gong zuo tuo la he kuang gong, ji yu guan li zhe du chu de shi jian lai wan cheng xu yao gao du ji zhong jing shen de ren wu, wei guan li zhe ti gong ling huo de shi jian an pai. zai yi xie di qu, ru nan jia li fu ni ya he xi ya tu hua sheng dun, di fang zheng fu gu li gong si kai shi dian zi jiao tong ji hua yi jian shao jiao tong gao feng shi de sai che he ti gao kong qi zhi liang. dan zhei xie yi chu ye lai zhi bu yi. yao shi dian zi jiao tong cheng gong xu yao zi xi de ji hua bing qie li jie dian zi jiao tong de xian shi zhuang kuang he liu xing de xiang xiang zhi jian de qu bie. xu duo gong zuo zhe bei dian zi jiao tong de mei hao huan xiang suo mi huo. yi wei dian nao cheng xu she ji yuan cong niu yue shi ban dao le ning jing de a di lun da ke shan, yong dian nao bao chi yu ta ban gong shi zhi jian de lian xi. yi wei jing li yi zhou san tian dao ban gong shi, qi ta liang tian zai jia gong zuo yi wei kuai ji shi zai jia zhao gu ta sheng bing de hai zi, jie tong dian hua tiao zhi jie tiao qi de jie tou, zai tong yi sheng tong hua zhi yu wan cheng ban gong shi gong zuo. zhei xie shi hen you zhen han li de qing jing, dan ye shi dui xian shi you xian de fan ying. dian zi jiao tong zhe hen kuai fa xian zai tong yi shi jian zhuan zhu gong zuo he zhao kan xiao hai ji hu shi bu ke neng de. zai mou ge nian ling zhi qian, xiao hai zi bu ke neng yi shi dao, geng bu ke neng zun zhong gong zuo yu jia ting zhi jian de jie xian. ru guo jia zhang yao wan cheng gong zuo, jiu bi xu ling wai zhao kan xiao hai. guan li jie ceng bi xu ba xian shi tong shen hua fen kai. sui ran chuan mei dui dian zi jiao tong tou ru le ji da de guan zhu, dan zai hen da cheng du shang, shi yuan gong de shi ji qing kuang er bu shi ji shu de ke neng xing cu cheng dian zi jiao tong de an pai. zhe jiu shi wei shi me jin guan you guang fan de bao dao, ju you zai jia gong zuo xiang mu huo xing dong gang ling de gong si shu mu yi ran hen shao de bu fen yuan yin. |
| Telecommuting substituting the computer for the trip to the job has been hailed as a solution to all kinds of problems related to office work. For workers it promises freedom from the office, less time wasted in traffic, and help with childcare conflicts. For management, telecommuting helps keep high performers on board, minimizes tardiness and absenteeism by eliminating commutes, allows periods of solitude for highconcentration tasks, and provides scheduling flexibility. In some areas, such as Southern California and Seattle, Washington, local governments are encouraging companies to start telecommuting programs in order to reduce rushhour congestion and improve air quality. But these benefits do not come easily. Making a telecommuting program work requires careful planning and an understanding of the differences between telecommuting realities and popular images. Many workers are seduced by rosy illusions of life as a telecommuter. A computer programmer from New York City moves to the tranquil Adirondack Mountains and stays in contact with her office via computer. A manager comes in to his office three days a week and works at home the other two. An accountant stays home to care for her sick child she hooks up her telephone modern connections and does office work between calls to the doctor. These are powerful images, but they are a limited reflection of reality. Telecommuting workers soon learn that it is almost impossible to concentrate on work and care for a young child at the same time. Before a certain age, young children cannot recognize, much less respect, the necessary boundaries between work and family. Additional child support is necessary if the parent is to get any work done. Management too must separate the myth from the reality. Although the media has paid a great deal of attention to telecommuting in most cases it is the employee' s situation, not the availability of technology that precipitates a telecommuting arrangement. That is partly why, despite the widespread press coverage, the number of companies with workathome programs or policy guidelines remains small. | |
| diàn zǐ jiāo tōng yòng diàn nǎo qǔ dài shàng bān de wǎng fǎn zuò wéi duì gè zhǒng gè yàng de bàn gōng shì gōng zuò wèn tí de jiě jué bàn fǎ yǐ shòu dào le huān yíng. duì gōng zuò zhě lái shuō, tā chéng nuò bù shòu bàn gōng shì de yuē shù, gèng shǎo de shí jiān làng fèi zài jiāo tōng shàng hé yǒu zhù yú jiě jué zhào kàn xiǎo hái de máo dùn. duì guǎn lǐ zhě lái shuō, diàn zǐ jiāo tōng yǒu zhù yú wǎn liú gāo xiào lǜ de gōng zuò zhě, tōng guò shěng qù bàn gōng shì yǔ jiā zhī jiān de lái huí wǎng fǎn, dà dà jiǎn shǎo gōng zuò tuō lā hé kuàng gōng, jǐ yǔ guǎn lǐ zhě dú chǔ de shí jiān lái wán chéng xū yào gāo dù jí zhōng jīng shén de rèn wù, wèi guǎn lǐ zhě tí gōng líng huó de shí jiān ān pái. zài yī xiē dì qū, rú nán jiā lì fú ní yà hé xī yǎ tú huá shèng dùn, dì fāng zhèng fǔ gǔ lì gōng sī kāi shǐ diàn zǐ jiāo tōng jì huà yǐ jiǎn shǎo jiāo tōng gāo fēng shí de sāi chē hé tí gāo kōng qì zhì liàng. dàn zhèi xiē yì chù yě lái zhī bù yì. yào shǐ diàn zǐ jiāo tōng chéng gōng xū yào zǐ xì de jì huà bìng qiě lǐ jiě diàn zǐ jiāo tōng de xiàn shí zhuàng kuàng hé liú xíng de xiǎng xiàng zhī jiān de qū bié. xǔ duō gōng zuò zhě bèi diàn zǐ jiāo tōng de měi hǎo huàn xiǎng suǒ mí huò. yī wèi diàn nǎo chéng xù shè jì yuán cóng niǔ yuē shì bān dào le níng jìng de ā dì lún dá kè shān, yòng diàn nǎo bǎo chí yǔ tā bàn gōng shì zhī jiān de lián xì. yī wèi jīng lǐ yī zhōu sān tiān dào bàn gōng shì, qí tā liǎng tiān zài jiā gōng zuò yī wèi kuài jì shī zài jiā zhào gù tā shēng bìng de hái zi, jiē tōng diàn huà tiáo zhì jiě tiáo qì de jiē tóu, zài tóng yī shēng tōng huà zhī yú wán chéng bàn gōng shì gōng zuò. zhèi xiē shì hěn yǒu zhèn hàn lì de qíng jǐng, dàn yě shì duì xiàn shí yǒu xiàn de fǎn yìng. diàn zǐ jiāo tōng zhě hěn kuài fā xiàn zài tóng yī shí jiān zhuān zhù gōng zuò hé zhào kàn xiǎo hái jī hū shì bù kě néng de. zài mǒu gè nián líng zhī qián, xiǎo hái zi bù kě néng yì shí dào, gèng bù kě néng zūn zhòng gōng zuò yǔ jiā tíng zhī jiān de jiè xiàn. rú guǒ jiā zhǎng yào wán chéng gōng zuò, jiù bì xū lìng wài zhào kàn xiǎo hái. guǎn lǐ jiē céng bì xū bǎ xiàn shí tóng shén huà fēn kāi. suī rán chuán méi duì diàn zǐ jiāo tōng tóu rù le jí dà de guān zhù, dàn zài hěn dà chéng dù shàng, shì yuán gōng de shí jì qíng kuàng ér bú shì jì shù de kě néng xìng cù chéng diàn zǐ jiāo tōng de ān pái. zhè jiù shì wèi shí me jǐn guǎn yǒu guǎng fàn de bào dǎo, jù yǒu zài jiā gōng zuò xiàng mù huò xíng dòng gāng lǐng de gōng sī shù mù yī rán hěn shǎo de bù fèn yuán yīn. |
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