大学毕设论文--知识工作者需要更好地管理 外文文献翻译.docVIP

知识工作者需要更好地管理 Allan Alter 知识工作者可以发挥更好，如果我们只知道如何管理他们，托马斯说，达文波特。 His suggestion: Dont treat them the all same, and measure them tactfully. 他的建议：不要对待他们的所有相同的，他们巧妙的措施。 They dont like to be told what to do.他们不喜欢被告知该怎么做。 They enjoy more autonomy than other workers.他们享有更多的自主权比其他工人。 Much of their work is invisible and hard to measure, because it goes on inside their heads or outside the office.他们的大部分工作是无形的，难以衡量，因为它内部的负责人或办公室以外的地方。 They are a growing part of the US workforce, and their skills are hard to replace.他们越来越多的美国劳动力，他们的技能是难以替代。 Theyre knowledge workers, and they are performing well below their potential because companies still dont know how to manage them, says Thomas Davenport, professor of information technology and management at Babson College, in Wellesley, Mass., and director of research for Babsons executive education program.他们是知识型工人，他们的表现远远低于它们的潜力，因为公司仍然不知道如何管理他们，达文波特说，托马斯教授的信息技术和管理Babson学院，在韦尔斯利，马萨诸塞州与研究部主管为巴布森的行政教育课程。 Knowledge workers are going to be the primary force determining which economies are successful and which arent, he says. “知识工人将成为主要力量确定哪些经济是成功的，哪些是没有， ”他说。 They are the key source of growth in most organizations. New products and services, new approaches to marketing, new business models—all these come from knowledge workers. So if you want your economy to grow, your knowledge workers had better be doing a good job. “他们的主要增长源在大多数组织。新的产品和服务，新的办法，市场营销，新的商业模式，所有这些来自于知识型工人。所以，如果你想你的经济增长，您的知识工作者最好做了搞好。” Yet after studying more than 100 companies and 600 individual knowledge workers, Davenport has come to the conclusion that the old dictum of hiring smart people and leaving them alone isnt the best way to get the most out of knowledge workers.然而，在研究100多个公司和600名个人的知识型工人，达文波特已经得出的结论是，旧的格言雇用聪明的人，使他们本身的最佳途径获得最大的知识型工人。 As he writes in his latest book, Thinking for a Living: How to Get Better Performance and Results from Knowledge Workers (Harvard Business School Press, July 2005), although knowledge workers cant be managed in the traditional sense of