Unit 19 How to Keep Your Most Talented People
In 1943, social scientist Abraham Maslow outlined a pyramid that showed what he called the human being's "hierarchy of needs."
People start with a desire for basic physiological needs: food, clothing，shelter-that's the bottom of the pyramid. Once they've achieved those，they seek safety, and then social interaction and love, and then self-esteem. Finally, at the top of the pyramid, is what Maslow called "self-actualization" -the need to fulfill one's self, and become all that one is capable of becoming.
(1)In the early days of the study of management, Frederick Taylor wrote that what workers most want is high wages-which would help them fulfill their basic physiological needs. But it's fair to say today, most workers-and particularly your best workers-have made their way to the top of Maslow's pyramid.
"Making a living is no longer enough," wrote management guru Peter Drucker. "Work also has to make a life." (2) If you want to keep good people, their work needs to provide them with meaning-a sense they are doing something important，that they are fulfilling their destiny. At the end of the day, these psychological needs are likely to be as important, and perhaps more important, than the salary you pay.
(3) To keep your best people, then, you need to make sure they are Personally committed to the goals of the organization, and that they feel those goals are worth achieving. And you need to make certain they feel they are playing a suitably significant role in reaching those goals.
That's a complex management challenge, not easily summed up in a few simple rules or guidelines. One good description of the complex social and psychological elements that go into creating a satisfying workplace is in Tracy Kidder's Pulitzer Prize-winning book, The Soul of a New Machine. Mr. Kidder skillfully records the human drama, and, ultimately, the magic that motivated a team of engineers at Data General Corp. in the 1970s to develop a new generation of computer.
這是管理上的一項復雜挑戰，難以概括成幾條簡單的標準或規則。特雷西·基德的《新機器的靈魂))-書描寫了創建一個令人滿意的工作場所所涉及的復雜的社會和心理因素。此書獲得了普利策獎?；孪壬芎玫赜涗浟巳祟惖倪@些因素，這也是上世紀70年代最終激勵了 Data General Corp一個工程師團隊開發出新一代電腦的魔力。
The Data General team worked with little formal encouragement from the company's top management. But they came to believe in what they were doing. At the end of his book, Mr. Kidder compares the people on the team to the stonemasons who bui1t the great cathedrals.
Data General Corp.的工程師團隊從公司的最高層沒有獲得過什么正式的鼓勵。不過他們卻堅信自己所做的事情?；略跁淖詈?，將小組中的工程師比作修建了大教堂的石匠。
"They were building temples to God. It was the sort of work that gave meaning to life. That's what team leader Tom West and his team of engineers were looking for, I think. They themselves liked to say they didn't work on their machine for money. (4) In the aftermath, some of them felt that they were receiving neither the loot nor the recognition they had earned, and some said they were a little bitter on that score. But when they talked about the project itself, their enthusiasm returned. It lit up their faces. Many seemed to want to say that they had participated in something quite out of the ordinary."
That is the magic of managing talented people.
1. In the early days of the study of management, Frederick Taylor wrote that what workers most want is high wages-which would help them fulfill their basic physiological needs.
本句是一個復合句，主句是Frederick Taylor wrote that what workers most want is high wages，其中包含了一個that引導的賓語從句。 in the...management介詞短語作時間狀語。which引導非限制性定語從句，修飾wages。
2. "If you want to keep good people, their work needs to provide them with meaning-a sense they are doing something important, that they are fulfilling their destiny."
本句是一個復合句，主句是their work needs to provide them with meaning，破折號后面的內容是對前面內容的補充說明。they.. .important為省略了引導詞的同位語從句，解釋說明sense，后面that同樣引導同位語從句，解釋說明sense。前面if引導條件狀語從句。
3. To keep your best people, then, you need to make sure they are personally committed to the goals of the organization, and that they feel those goals are worth achieving.
本句是一個復合句。to keep your best people不定式短語作目的狀語。they are...the organization是省略了引導詞的賓語從句，作make sure的賓語，后面that同樣引導賓語從句，作make sure的賓語。
4. In the aftermath, some of them felt that they were receiving neither the loot nor the recognition they had earned, and some said they were a little bitter on that score.
本句是一個復合句。 that引導賓語從句，作felt的賓語，其中neither...nor...連接兩個并列的結構，意為“既不...也不...“。They were a little bitter on that score為省略了引導詞的賓語從句，作said的賓語。