四級英文文章
四級英文文章
優(yōu)美的文字于細微處傳達出美感,并浸潤著學(xué)生的心靈。通過英語美文,學(xué)生不僅能夠感受語言之美,領(lǐng)悟語言之用,還能產(chǎn)生學(xué)習(xí)語言的興趣。下面是學(xué)習(xí)啦小編帶來的四級英語晨讀美文，歡迎閱讀!
四級英語晨讀美文篇一
How to Keep Your Most Talented People
如何留住你的最優(yōu)秀人才
In 1943, social scientist Abraham Maslow outlined a pyramid that showed what he called the human being's "hierarchy of needs."
1943年，社會學(xué)家亞伯拉罕·馬斯洛提出了金字塔式的人類需求層次理論。
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 "selfactualization" -the need to fulfill one's self, and become all that one is capable of becoming.
人們從基本的生理需求吃、穿、住開始，這些位于金字塔的最底端。一旦他們實現(xiàn)了這些，他們就會尋求安全，然后是社交和愛，接下來是自我尊重。最后，在金字塔的頂端，是馬斯洛所說的自我實現(xiàn)，即實現(xiàn)自我，發(fā)揮自己所有潛能的需求。
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.
在管理研究的初期，弗里德里克·泰勒曾寫道，工人們最想得到的是高工資，這有助于他們滿足基本的生理需求。但公平地說，如今的大多數(shù)工人，尤其是最優(yōu)秀的工人已經(jīng)走向了馬斯洛金字塔的頂端。
"Making a living is no longer enough," wrote management guru Peter Drucker. "Work also has to make a life." 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.
管理學(xué)大師彼得·德魯克說，生存已經(jīng)不夠了，工作也是為了生活。如果你想留住人才，他們的工作需要讓他們感到有意義，一種他們在從事重要的工作、實現(xiàn)自己使命的感覺?？傆幸惶?，這些心理需求可能會同你支付的工資同樣重要，甚至更加重要。
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.
為了留住人才，你需要確保他們個人致力于組織目標的實現(xiàn)，并讓他們覺得這些目標值得他們?nèi)崿F(xiàn)。你需要確定，他們感覺在實現(xiàn)組織目標的過程中扮演著恰如其分的重要角色。
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(fù)雜挑戰(zhàn)，難以概括成幾條簡單的標準或規(guī)則。特雷西·基德的《新機器的靈魂))-書描寫了創(chuàng)建一個令人滿意的工作場所所涉及的復(fù)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(fā)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. 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."
他們是在建造向上帝致意的教堂。這是一種賦予生活意義的工作。我想，這正是組長湯姆·維斯特和他的工程師團隊在尋找的。他們喜歡說自己并不是為了錢才開發(fā)電腦的。 成功之后，一些人覺得自己既沒有得到錢也沒有得到應(yīng)得的認可。有些人說，他們對此感到有些痛心。不過當談到項目本身時，他們的熱情就又回來了。熱情點亮了他們的臉龐。很多人看起來想說，他們曾經(jīng)參與了一項非凡的事業(yè)。
That is the magic of managing talented people.
這就是管理人才的秘訣。
四級英語晨讀美文篇二
Dating Other Couples
夫婦二人行拓展交際圈
0ne of the many great things about being married or with a partner is not having to worry about meeting and dating new people-or so one might have thought. As Elizabeth Bernstein points out in her Bonds column in today's Personal Journal section, "couples dating" brings a whole new set of issues as the partners try to meet suitable friends.
己婚或有固定伴侶的重要好處之一就是你再也不必為和陌生人見面約會而傷神了?；蛘哒f，你可能會這么以為。但正如伊麗莎白·伯恩斯坦 (Elizabeth Bernstein)在她的最新專欄文章中所指出來的那樣，當你結(jié)婚后，你們夫妻二人與另外一對夫婦為交友而進行的“夫妻約會”將帶來一系列全新的問題。
Take the experience of Ben Houten and his wife, who've "dated" an array of couples since moving to Grand Rapids, Mich.，three years ago: They had one "date" where the woman was self-absorbed, another, Mr. Van Houten recalls, where the man was "a complete dud with no sense of humor," and a third that was ruined by politics. When Mr. Van Houten got up his nerve and asked a neighbor and his wife out to dinner，the man replied，"I don't like people. "
伊麗莎白講述了本·霍登夫婦的經(jīng)歷。當他們3年前剛剛搬到密歇根州大急流域時，他們二人"約會"了多對夫妻?；舻腔貞浀?，在他們當中，有一對中的妻子一切以自我為中心，第二對中的那個丈夫是個十足的悶葫蘆，一點兒幽默感都沒有，第三對則被政治給毀了。還有一次霍登鼓足勇氣約一對鄰居夫婦外出就餐，那位丈夫的回答居然是“我不喜歡人。”
And the date, Elizabeth says, is merely where the stress begins. "Because what if they don't cal1? Should you contact them? And if you do, and you still don't hear back, what does that say about your relationship with your partner? Are you irritating? Insufferable? Uninteresting as a team?"
伊麗莎白說，這樣的約會成了壓力的開始。因為你總會想“如果他們不打電話怎么辦?你是否應(yīng)該聯(lián)系他們?如果你聯(lián)系了他們，卻還是得不到回應(yīng)，那么這對四人關(guān)系意味著什么呢?你們是不是會惹人討厭，讓人難以忍受?還是乏味的一對?”
After reading Elizabeth's tales of couples who suffered through dates where a wife licked cheese off a knife, or where one spouse asked the other if it was time to "go sleepy in the beddie"-and if you think back to your own couples-date mishaps-your might wonder why it's worth it at all. But looking around at your group of friends，whom you no longer need to date，tells the story.
讀者還會在伊麗莎白的文章里看到有些夫婦在“約會”時行為不當，一位妻子舔掉了刀上的奶酶，還有一位丈夫則當眾問太太現(xiàn)在是不是該“睡覺覺” 了;再聯(lián)想自己交友經(jīng)歷中的糗事，你或許會自間經(jīng)歷這一切是否值得。但是看看你身邊那些你無需去主動約會、已成為你朋友的人們，你就明白了其中價值。
"Research shows that couples who are friends with other couples have happier, longer-lasting relationships with each other," Elizabeth writes. The reasons are simple. If you have friends who enjoy you as a couple, you may feel better about your union. These other couples can be a support network. And the process of making new friends together may inject energy into your relationship and give you something to bond over.
伊麗莎白寫道，調(diào)查顯示，如果夫妻二人有其他夫婦為友，那么他們兩者間的關(guān)系更快樂、更持久。她說原因很簡單，因為如果有朋友接納、欣賞你和你的伴侶，那么你會對自己的另一半感覺更好，這些小家庭之間可以構(gòu)成一個支撐網(wǎng) s而且夫妻共同的交友過程會給兩人的關(guān)系注人能量，鞏固你們的紐帶。
My wife and I were fortunate to develop a great group of friends soon after moving to the suburbs six years ago. 0ur initial couple's dates went so smoothly that I don't really remember them as dates, per se, and since the initial getting-to-know you phase we've become so close that we just booked a vacation house for next summer that five families will share (10 adults and 11 kids!).
在6年前搬到郊區(qū)居住后，我和我太太很幸運地結(jié)交了不少朋友。起初，我們和其他夫婦的交往進展得非常順利，以致于我?guī)缀鯖]把它們歸結(jié)為“約會”。大家在經(jīng)過了一開始的互相了解階段后就打成了一片，我們5家人剛剛為明年夏天預(yù)訂了度假屋，想想看，共有 10個成人、 11個孩子!
On the other hand， we've had some couples dates that didn't seem 10 take. A while back we had a great dinner at the home of a couple who were new to our church. We laughed, shared personal stories and seemingly bonded-the question was not whether we'd next get together, but when. The when turns out to be about two years and counting, and I'm not really sure why. Just one of those things.
另一方面，我們也有一些不了了之、彷佛從來不曾發(fā)生過的交友經(jīng)歷。我們曾經(jīng)在一對新教友家中享用了一頓非常棒的晚餐。我們有說有笑、分享個人故事，似乎建立起了友誼，問題不是我們是否要再見面，而是什么時候再聚。可是到現(xiàn)在一晃兩年過去了，我也不知道我們?yōu)槭裁丛僖矝]有了下文。這只是類似的事情之一。
What have your couples-dating experiences been like? Have you made good friends that way-or had some horror stories?
你們有試圖和其他夫婦交友的經(jīng)歷嗎?你們是不是由此找到了好朋友，或是有什么令人不快的故事?
四級英語晨讀美文篇三
What Makes a Company Great to Work For
什么樣的公司最受雇員喜歡
It may be hard to imagine, but there is a better place to work than Google.
有比谷歌還理想的雇主嗎?難于想象，但這樣的公司不是沒有。
That's what Fortune magazine says, anyway, in its latest annual list of the 100 Best Companies 10 Work For. The winner is NetApp, a 5,000 employee data-storage company based in Sunnyvale, Calif. NetApp helped topple the previous list-leader, Google, to No. 4 on the Fortune Iist from its usual No. 1. Financial-services firm Edward Jones, known for its small-city offices and personal touch with clients， is No. 2, and the Boston Consulting Group, a big management consulting firm, came in third.
《財富》雜志在最新的年度排行榜《最佳雇主100強》當中就是這么說的。摘得桂冠的是NetApp，一家總部位于美國加州森尼維爾的數(shù)據(jù)存儲公司，雇員有 5000人。去年高居榜首、通常總是拿第一的谷歌，則被擠到了第四的位置。金融服務(wù)公司愛德華·瓊斯獲得亞軍，很多人都知道這家辦公室分布在小城市的公司和對客戶的人性化。波士頓咨詢公司位居第三，這是一家大型管理咨詢公司。
What makes NetApp so great? Its egalitarian culture, Fortune says-which seems likely to make employees' juggles a lot easier. For example, business travelers often suffer jet lag or exhaustion trying to take the cheapest flights to save their employers money. Mindful of the problem, NetApp management ditched a travel policy a dozen pages long in favor of a simple maxim: "We are a frugal company. But don't show up dog-tired to save a few bucks. Use your common sense," the policy says, according to Fortune. Other perks include several that promise to improve work-family-community balance, such as five paid days off for volunteer work and ,390 for adoption assistance. NetApp
為什么NetApp這么強?《財富》說，這是由于它的平等主義文化一一看來這種文化很容易俘獲員工的心。例如，為給雇主省錢、總是乘坐最便宜航班的出差員工，常常受到時差和疲勞的困擾?？紤]到這個問題， NetApp的管理層制定了一項差旅政策，10來頁的篇幅總結(jié)起來也就是一句話，按《財富》的引述是：“我們是一家節(jié)儉的公司，但不要為省幾塊錢而以筋疲力竭的形象示人。運用常識做事”其他好規(guī)定中，有幾條許諾要增進工作·家庭·社區(qū)的平衡，比如有5天帶薪假用于志愿工作，還提供11390美元的收養(yǎng)補助。
But don't bother to apply for a job there. NetApp has 45,898 applications pending for 55 openings, Fortune says-producing odds only slightly better than winning Powerball.
但不要勞神去這家公司找工作了?！敦敻弧氛f， NetApp有55個空缺崗位，但有45898人排隊申請，成功機會只比強力球彩票的中獎幾率高一點。
Thinking back over the six employers 1 have worked for, the one that has kept me happiest, longest, has offered me more training, more new challenges and more pay increases than the others. The culture at this employer-my current one-has been a factor too，including the collegial atmosphere and emphasis on high professional standards.
回顧我工作過的6家公司，讓我最快樂，工作時間最久的那一家，給我的培訓(xùn)、新挑戰(zhàn)和漲工資的次數(shù)都比其他幾家多。這家公司就是我現(xiàn)在就職的這一家，其文化也是一個因素，包括它學(xué)院式的氛圍，以及對高專業(yè)標準的強調(diào)。
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