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- [[Japanese]]
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* Part II Office Environment and Productivity
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* [[Chapter 7 Equipment Police]]
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* [[Chapter 8 The program can be done at night]]
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* [[Chapter 9 Saving Office Investments]]
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* [[Break a minute... Intermezzo]]
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* [[Chapter 10: Mental Labor Hours vs. Physical Labor Hours]]
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* [[Chapter 11 Phones, Phones, and Phones]]
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* [[Chapter 12 Restoration of the Door]]
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* [[Chapter 13 Office Environment Evolution Theory]]
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## Take a break... Intermezzo (pp.66-70)
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- Productivity measurement
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- Elucidating the correlation of productivity in the office environment is a difficult task
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- Researcher Tom Gilb says measurement is better than nothing
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```
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You can always measure anything you want, and it's much better than not measuring it.
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```
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A company that can't somehow measure its own productivity hasn't really done so yet.
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- continuation
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- Managers don't know anything about the productivity of their department, so they shouldn't be **surprised** if the productivity tool shows good or bad results.
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- In order to maximize the effect of productivity measurement, individual data should be informed only to the individual, and used for training to perform self-evaluation accurately.
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- Although it is an idea that is difficult for managers to accept, if the person receives and utilizes personal data and obtains a profit, the personal data itself is unnecessary.
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→ Productivity measurement should be carried out considering the interests of the programmer, not the manager |
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\ No newline at end of file |
