Biblio
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(1998). Images of Organization: The Executive Edition.
"The groupthink phenomenon has been reproduced in thousands of decision-making situations in organizations of all kinds. It may seem overly dramatic to describe the phenomenon as reflecting a kind of psychic prison. Many people would prefer to describe it through the culture metaphor, seeing the pathologies described in all the above examples as the product of particular cultural beliefs and norms. But there is great merit in recognizing the prison-like qualities of culture." (p. 186)
(1998). Pushing the Envelope: All the Way to the Top.
"Today, the numbers the phone company cares about are not on the clock but in the sales quotas. Salespeople can spend their working lives any way they care to, just so long as they hit their sales marks." (p. 295)
(1999). Enterprise JavaBeans.
(1999). Learning Debian GNU/Linux.
(1999). The Overload Syndrome: Learning to Live Within Your Limits.
"The recent book Finding Time: How Corporations, Individuals, and Families Can Benefit from New Work Practices describes work stress among software engineers, thus highlighting issues important throughout many occupations. 'Knowledge workers, like senior executives, experience immense pressure to . . . put work above all else,' observes University of Michigan business professor Leslie A. Perlow, who studied a Fortune 500 company to write the book. 'Engineers believe that they must be perceived as always willing to "accommodate the demands of the work." . . .They should be willing to do whatever is asked, not just in terms of producing output but also in terms of working whatever hours are deemed necessary to get the job done.' As long as nobody's getting hurt, what's the big deal? The big deal is—somebody's getting hurt." (p. 179)
(1999). If work makes people with mental illness sick, what do unemployment, poverty, and social isolation cause?.
Psychiatric Rehabilitation Journal. 23(2), Abstract
"In fact, the change from the role of patient or client to a new role as worker in society is fragile at best. The journey to employment requires a more sensitive approach from all involved individuals (the worker, the professionals, family, and friends) to the extent that everyone can successfully leverage the potential and ability of the worker with an appreciation of the limitations that are part of the illness."
(2000). Oracle8i for Dummies.
(2000). Special Edition: Using Samba.
(2000). Applications in Human Resource Management: Cases, Exercises, and Skill Building.
"This article (in Business Week) identified a number of family-oriented policies and programs followed by 24 leading companies. Among the most significant of these were modifications in the company culture, executive development to enhance 'sensitivity', child care, sick care, women on the board, career development policies, family-leave policies, maternity leave with partial pay, modified work and family benefits, flexible benefits, hiring a 'pluralistic' workforce, job sharing, mentoring programs, and part-time professional and/or executive positions...
In response to employee criticism and the potential for negative publicity, the board of trustees made a decision to establish a 'Task Force on the Work / Family Interface.'" (p. 87)
In response to employee criticism and the potential for negative publicity, the board of trustees made a decision to establish a 'Task Force on the Work / Family Interface.'" (p. 87)
(2000). Failing Forward: Turning Mistakes into Stepping Stones for Success.
"Why are people so hesitant to change? I believe that some, like Audubon, believe they are supposed to pursue a particular course of action for some reason—even though it doesn't suit their gifts and talents. And when they are not working in areas of strength, they do poorly." (p. 91)
(2000). Life Strategies : Doing What Works, Doing What Matters.
"Remember, I said earlier the number-one need in all people is acceptance. The number-one fear in all people is rejection." (p. 100)
(2000). Patient number one: a true story of how one CEO took on cancer and big business in the fight of his life.
328. Abstract
"There is always an uneasy truce between scientists and salesmen. Scientists want their product to be absolutely perfect before allowing it to be sold; salesmen want to get it out the door where it can start generating income as soon as possible. On occasion the truce is broken, usually over budgetary and resource issues." (p. 78)
(2001). DB2 Universal Database v7.1.
(2001). XML by Example (2nd Edition).
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