The Office Redundancy Quotes

The key to excellent report writing' he said between chews, 'is to take every bit of passion out of it. Use an extra heaping portion of superflously extraneous tautological redundancies in order to make it mind-numbingly boring. So that when one's superior officers read it, they zone out and start skimming and maybe don't notice the fact that one has been spinning one's wheels since the body turned up and hasn't solved a goddamn thing.

You gotta find a life outside this office,” he threw out a hand then pinned his eyes on me. “You gotta find a man.” My back snapped straight. “Tack, really—” He didn’t miss my response. He just misinterpreted it. “Don’t go woman on me and tell me you don’t need a man to complete you. It’s bullshit. Woman looks like you, goddamn waste. But a woman who has the love you got to give, that’s not a waste. That’s a crying shame.” I closed my mouth because that was sweet. Then I opened it to remind him, “Uh, FYI, I can’t go woman on you since I am a woman, so going woman is redundant.

The service and office workers, checkout clerks, account managers, and salespeople whose jobs can be consolidated and rendered redundant by the digital revolution are the modern version of the horses driven off their Depression-era farms.

It might be possible to connect computers in a network redundantly, so that if one line went down, a message could take another path. “Is it going to be hard to do?” Herzfeld asked. “Oh no. We already know how to do it,” Taylor responded with characteristic boldness. “Great idea,” Herzfeld said. “Get it going. You’ve got a million dollars more in your budget right now. Go.” Taylor left Herzfeld’s office on the E-ring and headed back to the corridor that connected to the D-ring and his own office. He glanced at his watch. “Jesus Christ,” he said to himself softly. “That only took twenty minutes.

Our goals were redundancy and mutual support.

Collapsing the boundaries (physical and psychological) between the office, the home, the street, the café, and even the bed becomes a means of further profit generation. The traditional notion of the office becomes almost redundant.

The Death of Standards On his way to work, a council health and safety official deliberately knocks over a pedestrian and drives on. Bizarrely, upon arriving at his office he launches into a heartfelt tirade against hit and run drivers. Meanwhile, the department's team leader instigates a series of compulsory redundancies then appears on a local TV news programme to protest against the sackings in the strongest possible terms. Strangely, Jenny Carver – working as a temp in the office – seems to be the only one aware of her colleagues’ paradoxical behaviour. Finding herself trapped in a world where everybody really is their own worst enemy, she begins to suspect there may be some kind of supernatural intelligence at work.

Benzer and I talked one afternoon in the spring of 1971, at Caltech, where he had moved six years before. His office was small, bright with daylight, crowded with bookshelves and files all stowed with a mariner’s sort of compulsive comfortable neatness. On a shelf was a photograph, enormously enlarged, of nerve connections in the eye of a fly. Benzer was medium dark, medium short, as neat and compact as the room. He was wearing a lightweight tan cardigan over a shirt and tie. The photo, he said, was an electron micrograph: he was presently mapping the genetics of mutations that affected the nervous systems—the behavior—of fruit flies. Half a dozen of the early molecular biologists were then moving into neurobiology; Benzer brought out a cartoon that one of them had sketched, a jokey ancestral tree with the faces of molecular neurobiologists pasted in according to the organisms they were working with. “It’s a new phase,” he said. “I feel that, y’know, when I came into molecular biology it was a pioneering science. But when a science becomes a discipline, which is essentially true of molecular biology now, when you can buy a textbook, take a course— There’s no question there are many surprises left … but a field to work in, to me personally, when it becomes a discipline, becomes less attractive. I find it more fun to be striking out in something which is more on the amorphous side. Which was true of molecular biology when I started. Another thing that becomes unpleasant is the redundancy of effort, a number of people doing the same thing—so that even when you make a discovery, six different guys discover it in the same week. You begin to feel that if it’s five guys instead of six guys it doesn’t make any difference. But still, my change was not so much to escape from that, as just following my own interests; I’ve got interested in behavior and I want to look at it.

I analysed the causes of delay in delivering justice, which are: 1) an inadequate number of courts; 2) an inadequate number of judicial officers; 3) the judicial officers are not fully equipped to tackle cases involving specialized knowledge; 4) the dilatory tactics followed by the litigants and their lawyers who seek frequent adjournments and delays in filing documents; and 5) the role of the administrative staff of the court. Based on my analysis, I suggested encouraging dispute resolution through the human touch; reinforcing the Lok Adalats; creating a National Litigation Pendency Clearance Mission; ensuring alternative dispute redressal mechanisms such as arbitration; and providing fast-track courts. I also suggested several actions with particular reference to pendency in the high courts. These included the classification of cases on the basis of an age analysis, that is, identifying cases that are redundant because the subsequent generations are not interested in pursuing them. Primary among my recommendations was the e-judiciary initiative. As part of this, I recommended computerization of the active case files, taking into account the age analysis, which will surely reduce the number of cases that are still pending.