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Collett, Stacy. "Cracking Google's 'Secret Term Paper

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J. "Buried Alive by Work, Getting Little Done." ComputerWorld. April 16, 2007. Retrieved April 21, 2007 at http://computerworld.com/action/article.do?command=viewArticleBasic&taxonomyName=careers&articleId=288205&taxonomyId=10&intsrc=kc_feat3.http://www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=9005047 a) Kelly writes about his workplace frustrations. A government employee, Kelly claims that his office is understaffed and he therefore spends more time working through thorny personnel problems than he does on his security systems management work. The author also points out the problems with using outmoded, demoralizing hourly time cards at work and the correspondingly useless rules about break times. These, Kelly states, interfere with productivity and job...

Initially seeming silly, this solution is not only sound but effective. As Kelly explains, his staff assumed more responsibility when on their own and as a result the whole office operated more efficiently. His productivity and his morale increased, and his depression waned.
A c) Kelly's article raises an important question about workplace morale and job satisfaction. When employees are told when to work and when to take a break instead of passionately focusing on the projects they need to complete, the workplace environment becomes a depressing place. Employees need to be treated with more respect, allowed more opportunities for creativity and therefore, productivity.

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Kelly, C.J. "Buried Alive by Work, Getting Little Done." ComputerWorld. April 16, 2007. Retrieved April 21, 2007 at http://computerworld.com/action/article.do?command=viewArticleBasic&taxonomyName=careers&articleId=288205&taxonomyId=10&intsrc=kc_feat3.http://www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=9005047 a) Kelly writes about his workplace frustrations. A government employee, Kelly claims that his office is understaffed and he therefore spends more time working through thorny personnel problems than he does on his security systems management work. The author also points out the problems with using outmoded, demoralizing hourly time cards at work and the correspondingly useless rules about break times. These, Kelly states, interfere with productivity and job satisfaction and can cause depression.

A b) Kelly's solution is simple: close the door and ignore the staff. Initially seeming silly, this solution is not only sound but effective. As Kelly explains, his staff assumed more responsibility when on their own and as a result the whole office operated more efficiently. His productivity and his morale increased, and his depression waned.

A c) Kelly's article raises an important question about workplace morale and job satisfaction. When employees are told when to work and when to take a break instead of passionately focusing on the projects they need to complete, the workplace environment becomes a depressing place. Employees need to be treated with more respect, allowed more opportunities for creativity and therefore, productivity.
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