The moment has come to adjust the old workplace to the new work force. As history has shown us’ the only effective way to bring about basic change is through collective action. Such a movement would have to face certain fundamental issues. As a start, since the corporation absorbs increasing amounts of family time, it is the corporation that we most need to change. Research on large companies indicates that it is hardly prudent to rely on company executives as our architects of time. Whatever their stated goals, whatever they believe they are doing, they are likely to exacerbate, not relieve, the time bind of their workers.

Therefore, a time movement would need to find its center outside the corporation, however important it may be to cooperate with advocates of family-friendly policies inside the company. The struggle for the eight-hour day that began in the nineteenth century and triumphed in the thirties was spearheaded mainly by unionized male workers. A new time movement would have to be made up of a wider range of stakeholders and the


A major new marketing battle is taking shape in the telecommunications world, as two once-separate areas – voice and data – converge, putting traditional voice network vendors face-to-face with the relatively new data players.

While the eventual winner in the converging datacom marketplace may be decided on the basis of product, players are putting their bets on branding and customer focus in what represents a significant cultural shift for companies once focused solely on product specs.

On the data side, the Big Three players – Cisco Systems, San Jose, Calif.; Bay Networks, Toronto; and 3Com Corp., Santa Clara, Calif. – are striving to position themselves as innovative data pioneers that also happen to be unfailingly dependable. This is a critical point in the highly sensitive telecom area, which prides itself on its 24×7 – 24 hours a day, seven days a week – dependability.

On the traditional voice network equipment side, vendors such as Murray Hill, N.J.-based Lucent Technologies and Toronto-based Northern Telecom are fighting for a piece of the wildly growing data action by pushing their


Reducing time to a matter of numbers or a tangible commodity is neither productive nor sustainable. While most time management resources have presented good introductory steps to a more constructive allocation of time, such as avoiding interruptions and creating “to do” lists, they have only done so in the context of short-term, work-oriented solutions to the challenges of time use. The person who focuses his attention on “time saving” strategies is still ultimately dissatisfied when he discovers, in spite of his most well-informed efforts, time has still elapsed.

Time management cannot live up to its promise. According to the theory, if we become more efficient in doing the tasks we do not like, then we will have more time in which to do the things we do like. However, the emphasis on efficiency creates an imbalance that often leads to burn-out. Like a crash-dieter, the employee who focuses exclusively on being productive, at the cost of relationships, health and personal development, will not be an effective performer for very long.

tdmThis is especially true in today’s market,