One reason this doesn't happen more is managerial laziness: It's easier to find a 'superwoman' to lead marketing (someone who will work as long as humanly possible) than it is to design work around discrete projects. But even superwoman has a limit, and when she hits it, organizations adjust by breaking up jobs and adding staff. Why not do this before people hit the wall?
管理上的懒惰导致这种方式未能更广泛得以实施:较之以具体项目来安排工作,找到一个主管市场(还可以无限加班)的“女超人”来得更容易。但即使女超人也有极限,当她到达极限时,公司就只能靠分解工作和扩充员工来进行调整。那又为何不在撞到南 之前就这样做呢?
Availability matters. It's important to differentiate between availability and absolute time commitments. Many professional women would happily agree to check email even seven days a week and jump in, if necessary, for intense project stints -- so long as over the course of a year, the time devoted to work is more limited. Managers need to be clear about what's needed: 24/7 availability is not the same thing as a 24/7 workload.
第三,“可工作时间”很关键。区分“可工作时间”和“绝对工作时长”,这点非常重要。只要一年下来总工作时长有限度,许多职业女性甚至都乐意接受每周七天都查邮件,并且有必要的话也会迅速投入到紧张的项目中去。管理层需要清楚公司要的是什么:7天24小时都“有空”和7天24小时的工作量可不一样。
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