busywork

简明释义

英[ˈbɪziwɜːk]美[ˈbɪziwɜːrk]

n. 消磨时间的工作；累人而无价值的工作；外加作业（使学生不致空闲而故意外加的作业）

英英释义

单词用法

同义词

反义词

例句

1.Eric Abrahamson, a professor of management at Columbia Business School, said though busywork has no inherent productivity value, "it may have an individual value for the person who is doing it."

哥伦比亚大学商学院企业管理学教授埃里克·亚伯拉罕森(EricAbrahamson)说，尽管做无用功本身不会创造什么价值，但它会给劳动者带来个体价值。

2.Between housework, homework, workwork, and busywork, there are perpetually too many things to do, and not enough time to find that mythical balance.

总有太多事要做，家事，学业，工作；却总没有足够时间去寻找那天人合一的和谐境界。

3.Eric Abrahamson, a professor of management at Columbia Business School, said though busywork has no inherent productivity value, "it may have an individual value for the person who is doing it."

哥伦比亚大学商学院企业管理学教授埃里克·亚伯拉罕森(EricAbrahamson)说，尽管做无用功本身不会创造什么价值，但它会给劳动者带来个体价值。

4.If you control your schedule, you can drop all the busywork, and just pick the high-impact tasks.

如果你可以控制你的日程表，那么把所有的琐事都放下，只挑影响最大的任务去做做。

5.Treat the internship as you would any other job. Take your assignments seriously, even when it seems that you're doing busywork. Maintain a professional attitude and demeanor.

认真对待你的实习工作。即使你的工作都是些琐事，你也要严肃认真地对待，体现你的职业态度和素养。

6.If you control your schedule, you can drop all the busywork, and just pick the high-impact tasks.

如果你控制了你的日程安排，你就可以放下所有的无用功，只挑选重要的事做。

7.He spent the whole afternoon doing busywork, which made him feel unproductive.

他整个下午都在做忙碌的工作，这让他感到无所作为。

8.Many employees complain that their managers assign them busywork instead of meaningful tasks.

许多员工抱怨他们的经理分配给他们忙碌的工作而不是有意义的任务。

9.She realized that the busywork she was doing was not helping her advance in her career.

她意识到自己所做的忙碌的工作并没有帮助她在职业上进步。

10.The report was filled with busywork that didn't contribute to the project's success.

这份报告充满了对项目成功没有贡献的忙碌的工作。

11.Instead of focusing on important projects, he got caught up in busywork.

他没有专注于重要项目，而是陷入了忙碌的工作中。

作文

In today's fast-paced world, many people find themselves overwhelmed with tasks and responsibilities. However, not all tasks contribute meaningfully to our goals or productivity. A significant portion of what we do can be categorized as busywork, which refers to activities that keep us occupied but do not lead to any substantial results. Understanding the implications of busywork is crucial for enhancing our efficiency and achieving our objectives. To begin with, busywork often manifests in various forms, such as excessive meetings, redundant paperwork, or tasks that could easily be delegated. For instance, an employee might spend hours organizing files that are rarely accessed instead of focusing on projects that directly impact the company's success. This type of busywork can create a false sense of accomplishment, as individuals feel productive while actually diverting their attention from more critical responsibilities. Moreover, the presence of busywork can lead to frustration and burnout among employees. When people are bogged down by unimportant tasks, they may struggle to find time for meaningful work, which can diminish their overall job satisfaction. A survey conducted by a leading research firm found that over 40% of employees reported feeling overwhelmed by busywork, leading to decreased motivation and engagement. This cycle can be detrimental not only to individual employees but also to the organization as a whole. The concept of busywork is not limited to the workplace; it can also be observed in academic settings. Students often find themselves completing assignments that do not enhance their learning experience. For example, writing lengthy reports on topics they already understand can feel like busywork rather than a valuable educational exercise. This misallocation of effort can hinder genuine learning and intellectual growth. To combat busywork, individuals and organizations should prioritize their tasks based on their significance and potential impact. One effective strategy is to implement the Eisenhower Matrix, which categorizes tasks into four quadrants: urgent and important, important but not urgent, urgent but not important, and neither urgent nor important. By identifying and focusing on the tasks that truly matter, individuals can minimize their engagement in busywork and devote their energy to activities that drive progress. Additionally, fostering a culture that encourages open communication and delegation can significantly reduce busywork. Teams should feel empowered to discuss their workloads and seek help when necessary, allowing them to focus on high-priority projects. Managers can also play a vital role by recognizing and eliminating busywork within their teams, ensuring that everyone is aligned with the organization's goals. In conclusion, while busywork may seem harmless at first glance, it can have far-reaching consequences on productivity and morale. By acknowledging and addressing the prevalence of busywork in both professional and academic environments, we can create a more efficient and fulfilling experience for everyone involved. Ultimately, the key to success lies in distinguishing between genuine productivity and mere busywork, allowing us to channel our efforts toward meaningful outcomes.

在当今快节奏的世界中，许多人发现自己被任务和责任所淹没。然而，并非所有任务都能对我们的目标或生产力产生实质性的贡献。我们所做的很大一部分可以被归类为忙碌工作，即那些让我们保持忙碌但并不带来任何实质性结果的活动。理解忙碌工作的含义对于提高我们的效率和实现目标至关重要。 首先，忙碌工作通常以各种形式表现出来，例如过多的会议、冗余的文书工作或可以轻松委派的任务。例如，一名员工可能会花费数小时整理很少访问的文件，而不是专注于直接影响公司成功的项目。这种类型的忙碌工作可能会创造出一种虚假的成就感，因为个人感到自己很有生产力，但实际上却将注意力从更重要的责任上转移开。 此外，忙碌工作的存在可能导致员工的沮丧和倦怠。当人们被无关紧要的任务拖累时，他们可能会发现自己难以找到时间进行有意义的工作，这可能会降低他们的整体工作满意度。领先研究公司进行的一项调查发现，超过40%的员工报告感到被忙碌工作所压倒，导致动机和参与度降低。这种循环不仅对个人员工有害，也对整个组织造成了损害。 忙碌工作的概念并不限于工作场所；在学术环境中也可以观察到。学生经常发现自己完成那些没有提升学习体验的作业。例如，撰写关于他们已经理解的主题的冗长报告，可能会感觉像是忙碌工作而不是有价值的教育练习。这种努力的错误分配可能会阻碍真正的学习和智力成长。 为了应对忙碌工作，个人和组织应根据任务的重要性和潜在影响来优先安排任务。一种有效的策略是实施艾森豪威尔矩阵，它将任务分为四个象限：紧急且重要、重要但不紧急、紧急但不重要，以及既不紧急也不重要。通过识别和专注于真正重要的任务，个人可以最小化参与忙碌工作的时间，将精力投入到推动进展的活动中。 此外，培养鼓励开放沟通和委派的文化可以显著减少忙碌工作。团队应该感到有权讨论他们的工作负载，并在必要时寻求帮助，从而使他们能够专注于高优先级项目。管理者也可以发挥重要作用，认识到并消除团队中的忙碌工作，确保每个人都与组织的目标保持一致。 总之，虽然忙碌工作乍看之下似乎无害，但它对生产力和士气可能产生深远的影响。通过承认和解决忙碌工作在职业和学术环境中的普遍存在，我们可以为所有参与者创造更高效、更充实的体验。最终，成功的关键在于区分真正的生产力和单纯的忙碌工作，让我们能够将努力引导向有意义的结果。