求关于远程办公的英语作文~

求关于远程办公的英语作文~

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.
远程办公——用电脑取代了去工作——被誉为解决各种办公室工作问题.
它将工人从办公室,更少的时间浪费在交通,并帮助解决冲突.远程管理,有助于保持较高的船上,最大限度地减少迟到和旷工消除通勤独处的时间,允许高浓度的任务,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远程办公计划以减少交通拥堵和空气质量的改善.
但这些益处也不容易.要使电子交通成功需要仔细的计划和理解之间的差异远程办公的现实状况和流行的想象.
许多工人被诱惑的美好幻想在家工作.一个计算机程序设计员从纽约市搬到宁静的阿迪朗达克山脉和停留在和她联系办公室通过电脑.经理在他的办公室每周三天在家工作2.会计师在家照顾她生病的孩子；接通电话调制解调器连接,办公室工作要求医生.
这些强大的图像,但他们是一个有限的现实的反映.电子交通者很快发现这几乎是不可能的,专注于工作和照看孩子的同时.在一定的年龄之前,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.额外的儿童的支持是必要的,如果家长要完成工作.
管理阶层必须分开神话从现实.虽然媒体重视远程办公在大多数情况下它是员工的实际情况,不可用的技术沉淀电子交通安排.
这也是为什么,尽管有广泛的报道,公司人数在家工作项目或政策指导方针仍然很小.
非原创,扇子只是翻译了一下.不足之处望指出
by:扇子