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论文作者:www.51lunwen.org论文属性:硕士毕业论文 thesis登出时间:2015-06-04编辑:felicia点击率:23772
论文字数:9291论文编号:org201505262129434181语种:英语 English地区:英国价格:免费论文
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摘要:这是一篇有关远程办公的留学论文,随着现代社会的发展,远程办公已经不再新鲜,本文就具体分析远程办公的利弊。
Despite all its efforts, however, the problem of teleworkers’restricted access to informal knowledge exchange cannot be solved byplanned systems. If the teleworker is not physically present, someopportunities for knowledge exchange will be compromised. For example,when interning at Intel, I had the opportunity to observe a number ofoccasions where someone walking past a conversation would bespontaneously asked to join in, or just join in on his or her own. Many times this person had information or ideas useful to progress onthe subject being discussed, but seeing him or her triggered inclusionin the discussion. The cliché “out of sight, out of mind,” speaks tosuch situations. The best designed system of telework and knowledgeexchange still does not allow for such input opportunities.
However, the organisation must view the gains it receives in theform of motivated, productive workers, an increased talent pool, andreduced costs as outweighing any minor hindrances caused byteleworking. Intel has launched an impressive number of innovativeinitiatives in the last four years. Most importantly, the organisationis now seeking to use its chips beyond the computer industry. Asentertainment and communication become digital products, a market isemerging for chips to power electronic products in these sectors. Intel properly projected this trend several years ago, and has beendeveloping products and marketing schemes to address this opportunity(Edwards 2004). Teams generating and implementing both the improvedchips and the novel uses for them have included teleworkers (Anon2003).
In addition, the teams that produce innovative ideas in the Intelculture are also those that employ teleworking. As the organisation isa manufacturing business, a large proportion of its workers areemployed building or assembling product. Almost none of theseproduction workers have the option to telework, as their positionsrequire them to be physically present and the manufacturing facility. The majority of these workers are also not included in the teamsresponsible for innovation. If these workers are removed fromstatistic calculation, and the 25% teleworking of the total employeepopulation is applied only to non-production workers, the actual numberof non-production workers at Intel who telework at least one day a weekeasily exceeds 60%.
Combining the timing and positions required for these teams withoverall Intel statistics, therefore, it can be conservatively arguedthat at least over 50% of the employees on these cross-function teamsteleworked at least one day each week. This is very high support ofteleworking amongst those responsible for innovation from anorganisation that depends on innovation for its very survival. It isdifficult to image an organisation as competitive and innovative asIntel allowing such a high percentage of employees to telework if doingso impeded innovation.
High-technology firms in the UK are not as effective in creatinginnovative ideas and brining them to full implem本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。