行在是什么意思:急啊！帮我翻译一下

The idea of people as a valuable organization asset has a sound pedigree in the economists’theory of human capital. In its more general use in the management literature, where it has been more or less explicit since Peter Drucker, this idea tends to get watered down into ‘motherhood statements’ about people being important to the functioning of an organization. A number of academic writers have nevertheless been influenced by ‘human capital’ theory and have developed principles for action around it. Douglas McGregor(an educationalist-turned-management consultant), in his ‘Theory X-Theory Y’, argued that the way managers treat employees will affect how much of their talent, effort, and motivation can be harnessed for the organization. In other words, how much of the human capital can be tapped.This opened the way for the behavioural science school (represented by people such as Herzberg) to incorporate psychological theories of personal growth, particularly that of Maslow , into their theories of organization. The underlying belief, which ‘organization development’consultants turned into a programme of action in the 1960s/1970s, was made explicit in Argyris’s book,Integrating the Individual and the Organization, where personal growth was represented as entirely compatible with an organization’s objectives. In due course, human resource management has picked up this convenient assumption.Over the years this has attracted much criticism, since it plays down, for example, the imbalance in power between the mass of individuals and that exercised by the few in the name of the organization. The problem comes back to the idea of people as ‘assets’ and ‘resources’ which John Morris tellingly exposed in his pointed distinction between ‘human resources’ and ‘resourceful humans’. Human resources are the readily manipulated footsoldiers of organizations; resourceful humans are the managers and others, but particularly managers, who initiate. The best test of resourcefulness, then, is to go out and start one’s own business.We need not accept this conflict in quite such a stark way. It is clear organizations, by definition, ‘organize’ people and that the majority of people work within organizations. The recently popularized idea of ‘intrapreneurship’ suggests the importance of giving space to resourceful, entrepreneurial individuals within the organization, and ways of doing this. ‘Intrapreneurship’ depends precisely on opening up a gap between the pressures of organization and the individual, not on ‘integration’.Thus, writers like Kanter are concerned with how to mobilize people’s talents to advantage the organization, but do not take on board an overt set of values about personal growth, nor other explicit elements of a theory of HRM. The issue of integration has resurfaced in criticisms of HRM, nevertheless, and we will consider these later.
天啊，怎么感觉是翻译器翻译的，都不通啊！有没有高手啊！！！！