Biblio

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Cowan, J. (1992).  Small Decencies : Reflections and Meditations on Being Human at Work.
"Our accomplishments are not too simple, mundane, and ordinary to merit a moment of glory. We deserve to have our fellow workers sing our song. We owe them a poem in their honor." (p. 160)
Cox, A. M. (2003).  I Am Never Lonely: A brief history of employee personality testing.
"This first boom in personality testing reached its apogee with Henry C. Link's Employment Psychology, in 1919, in which he proclaimed:
'The ideal employment method is undoubtedly an immense machine which would receive applicants of all kinds at one end, automatically sort, interview, and record them, and finally turn them out at the other end nicely labeled with the job which they are to do.'
Coyne, T. (1998).  Your Life's Work.
"Most of the problems in the workplace today could be resolved by the unanimous application of the positive feelings of love, compassion, and respect." (p. 137)
Crandall, F. N., & Wallace M. J. (1998).  Work & Rewards in the Virtual Workplace: A "New Deal" for Organizations and Employees.
"Thinking of work as if it were attached to time and space limits productivity." (p. 25)
Crosby, P. B. (1980).  Quality Is Free.
"Objectivity comes with not placing the blame for problems on individuals. Aim the questions and probing at the job. The job is what failed, not the individual. It may be that the two are imperfectly matched and you have to change one or the other. Either way, the individual has the chance to improve another time, under different conditions." (p. 75)
Crowe, S. A. (1999).  Since Strangling Isn't an Option... : Dealing with Difficult People–Common Problems and Uncommon Solutions.
"It isn't always easy to have compassion for people who are in positions of power over us. We tend to think of them as having achieved something, or as having been given something we have not. Instead of thinking of your boss as a boss, think of her as a person. It's easier, and more productive, for two human beings to talk than it is for a boss and a subordinate to deliberate." (p. 39)
Csikszentmihalyi, M. (1990).  FLOW: the Psychology of Optimal Experience.
"Each of us has a picture, however vague, of what we would like to accomplish before we die. How close we get to attaining this goal becomes the measure of the quality of our lives. If it remains beyond reach, we grow resentful or resigned; if it is at least in part achieved, we experience a new sense of happiness and satisfaction." (p. 9)
Culbert, S. A. (2011).  Why Your Boss Is Wrong About You.
"Under such a system [of performance appraisal], in which one's livelihood can be destroyed by a self-serving boss trying to meet a budget or please the higher-ups, what employee would ever speak his mind? What employee would ever say that the boss is wrong, and offer an idea on how something might get done better?
Only an employee looking for trouble."
Cummings, T. G., & Molloy E. S. (1977).  Improving Productivity and the Quality of Work Life.
Report on a workplace study authored in 1972:
"The man doing the job is the one to say what time is likely to be wasted. Also, the man who not is pressed, rushed into missing breakfast, or subjected to a guilty conscience by being late is far more likely to really contribute to a team's performance.
Finally, it says, 'Flexible working is something that will inevitably be adopted in the future, and management have the choice of leading towards a situation which they have helped create, or being compelled to accept something not to their liking.'"
Cummings, T. G., & Worley C. G. (1997).  Organization Development and Change.
"It is important to emphasize that people who have low growth or social needs are not inferior to those placing a higher value on these factors. They are simply different. It is also necessary to recognize that people can change their needs through personal growth and experience. OD practitioners need to be sensitive to individual differences in work design and careful not to force their own values on others." (p. 357)
Cusumano, M. A. (1995).  Microsoft Secrets: How the World's Most Powerful Software Company Creates Technology, Shapes Markets, and Manages People.
"That's the whole craft-versus-engineering thing. Even in engineering, you can't build a bridge by reading a bunch of books, no matter how many books about building bridges you've read. (Steven Sinofsky, former technical assistant to Bill Gates)." (p. xv)

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