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Making moves

机译:采取行动

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摘要

When Gettry Marcus moved to new offices this winter, they didn't just leave their old offices behind - they left the old idea of the office behind. Following the vision that managing partner Steve Marcus had for what he calls his ideal firm of the future, the firm abandoned the traditional office set-up and replaced it with an open-floor concept. "Our goal was to improve the interaction and communication among our staff members," said Marcus. Initially the firm was headquartered in New York City, but it moved to Long Island in 1998. By 2012, Marcus started to put his plan into action when he realized that the firm was experiencing a major growth phase. "We were growing at a rate of 15 to 20 percent a year and we were running out of space," he noted. Departments were scattered and isolated. "Communication-wise, it did not work well at all. While we were going through this period of time, I was thinking about how the layout of a new space would work best for the firm as a whole." He was also thinking that it would be best to create a space that kept most of the groups together. He ended up with a space centered on communication and collaboration.
机译:当Gettry Marcus于今年冬天搬到新办公室时,他们不仅将旧办公室留了下来,还留下了旧办公室的想法。遵循管理合伙人史蒂夫·马库斯(Steve Marcus)对于他所谓的未来理想公司的愿景,该公司放弃了传统的办公室设置,而是将其替换为开放式概念。 “我们的目标是改善工作人员之间的互动和沟通,”马库斯说。最初,该公司的总部位于纽约市,但于1998年移至长岛。到2012年,马库斯(Marcus)意识到该公司正处于一个重要的成长阶段,便开始将其计划付诸实践。他说:“我们以每年15%到20%的速度增长,而且我们的空间不足。”部门分散零散。 “就通讯而言,它根本无法正常工作。在这段时间里,我在思考新空间的布局如何对整个公司最有效。”他还认为,最好是创建一个将大多数小组聚集在一起的空间。最后,他得到了一个以交流和协作为中心的空间。

著录项

  • 来源
    《Accounting today》 |2014年第7期|6-7|共2页
  • 作者

    TAMIKA CODY;

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  • 正文语种 eng
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