Biblio
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(1999). Core Java 2 : Volume 1 Fundamentals.
(1999). Helping Someone with Mental Illness.
"Work fulfills many needs. It creates structure and meaning in our lives, gives us a sense of accomplishment, provides income and security, and also affords us the chance to socialize with friends and colleagues and to feel as if we belong to a community." (p. 102)
(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)
(1999). Trust and Betrayal in the Workplace.
"Transformative trust occurs when the amount of trust within a team or organization reaches a critical point and increases exponentially, becoming self-generating and synergistic. Four core characteristics are usually present: conviction, courage, compassion, and community." (p. 155)
(1999). First, break all the rules: what the world's greatest managers do differently.
"As we shall discuss...the best managers are adept at spotting a glimpse of talent in someone and then repositioning him so he can play to that talent more effectively." (p. 83)
(2000). Abolishing Performance Appraisals: Why They Backfire and What to Do Instead.
In the introduction to the book, subtitled "Letting Go of a Hopeless Ritual", the authors include the following quotation: "The world will not be saved by old minds with new programs. If the world is saved, it will be saved by new minds—with no programs."
The authors argue that appraisal ratings produce "unintended consequences—the insidious, destructive, and counterproductive effects of giving people ratings about their work performance. Whether accurate or not, people are psychologically affected by ratings. And except for people rated at the highest end of the scale, the impact is usually negative and consequently counterproductive to the cause of improving performance." (p. 69)
The authors argue that appraisal ratings produce "unintended consequences—the insidious, destructive, and counterproductive effects of giving people ratings about their work performance. Whether accurate or not, people are psychologically affected by ratings. And except for people rated at the highest end of the scale, the impact is usually negative and consequently counterproductive to the cause of improving performance." (p. 69)
(2001). Inside Servlets.
(2001). Introduction to Logic.
(2001). Now, Discover Your Strengths.
"These are the two assumptions that guide the world's best managers:
1. Each person's talents are enduring and unique.
2. Each person's greatest room for growth is in the areas of his or her greatest strength." (p. 8)
1. Each person's talents are enduring and unique.
2. Each person's greatest room for growth is in the areas of his or her greatest strength." (p. 8)
(2001). The Rebel Rules: Daring to be Yourself in Business.
"Most people never make this connection [that their creative abilities are an asset]. They jump on society's bandwagon, averting the risk of repeating some painful childhood memory. They continue to fear and avoid dangers that, while once all too real, have no relevance in their lives today. Sometimes we even try to hide our youthful talents and gifts for fear they're not acceptable. The net result is a disconnected life—one that is too familiar to many of us." (p. 29)
(2001). What Do You Want to Do When You Grow Up?: Starting the Next Chapter of Your Life.
"Job burnout, write Maslach and Goldberg, with its feelings of frustration, ineffectiveness, or failure, is 'a particularly tragic endpoint for professionals who entered the job with positive expectations [and] enthusiasm.'" (p. 56)
(2001). The Working Life: The Promise and Betrayal of Modern Work.
"The flexible workplace can be a solution to the time problems families face, or it can be the root of their problems. We have gone from moving our homes into the organization to moving the organization into our homes. It again raises the question of whether life should be part of work or work part of life. Where do you go at the end of the day when you work at home?"
(2002). Java Web Services Unleashed.
(2002). Programming Jakarta Struts.
(2002). Leadership Skills For Managers.
"W. Edwards Deming, one of the founding fathers of the quality movement, asserted that employees are rightfully entitled to the 'pride of workmanship'. Essential to that pride are job security, expectations, clear communications, and the proper tools." (p. 7)
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