Biblio

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Salmansohn, K. (2006).  How to Succeed in Business Without a Penis: Secrets and Strategies for the Working Woman.
"Dr. Provinc, a professor of neurobiology, psychology, and the anthropology of laughter at the University of Maryland Baltimore County, would most likely agree with me. As he has said already:"
Fashions on laughter change, but one thing that stays the same is you can't laugh at people in power. Laugh at your boss, and you may be the recipient of that practical joke known as the little pink slip.
Sanford, J. A. (1993).  C.G. Jung and the Problem of Evil: The Strange Trial of Mr. Hyde.
"To the extent that we are egocentric we live in fear, under a sense of constant threat. We also live out and fulfill only a small portion of our personalities, because the egocentric life is a cramped life. It is like living inside a walled, heavily defended castle. Here we try to feel secure, but it does not occur to us that our castle is also our prison." (p. 133)
Savishinsky, J. S. (2000).  Breaking the Watch: The Meanings of Retirement in America.
"For most individuals, the formal and public recognition of retirement is commonly marred by the pale content of the official rites mean to dramatize it. These ceremonies tend to be formulaic, predictable, and cliched...
The private and informal ceremonies created for retirees prove to be more fulfilling because of their style, their substance, their process, and their audience. They allow people to leave work on a good note, and give them a sense of control over this transition." (p. 54)
Schaef, A. W. (1992).  Beyond Therapy, Beyond Science : A New Model for Healing the Whole Person.
"Dr. Diane Fassel and I wrote The Addictive Organization. Since the publication of that book, thousands of people have spoken or written to us about their recovery and what has happened to them in their addictive organizations as a result of their personal recovery. Their words differ, and the stories are essentially the same. They go like this: 'I'm an addict [alcoholic, workaholic—whatever kind of addict, it doesn't matter]. I am in recovery and I feel good about my recovery. It's going well. My life has really improved and I basically feel happy. Because of my recovery and, I believe, the changes in me, my family is changing. We are all actually getting better. But...I am not sure that I can maintain my sobriety and continue to work in my addictive workplace. If I really put my sobriety first, I cannot continue to work where I do." Often, I suggest to these people that they attend Al-Anon, with the workplace as the addict in their lives." (p. 192)
Schein, E. H. (1979).  Organizational Psychology.
"The main conclusion will be that there is no one answer, no 'perfect' way to organize or to design work. Instead, one must become diagnostic and flexible, sensitive to events and their subjective interpretation by the participants in a given situation, so that one can choose a course of action appropriate to that situation."
Schenkat, R. (1993).  Quality connections: transforming schools through Total Quality Management.
"In common practice, managers believe that employees are motivated by merit ratings and performance evaluations—that people have to be enticed into high performance with rewards or punished for low productivity by probations, demotions, layoffs, and so forth. In the transformed setting, we believe that people intrinsically want to do a good job. They take a great deal of pride in workmanship. According to Deming, goals, slogans, performance pay, and incentives actually destroy motivation for doing good work." (p. 10)
Schermerhorn, J. R. (1986).  Management for Productivity.
"Structure should accommodate the people within the system. People vary in their skills, interests, needs, personalities. These individual differences must be accommodated by organization structures to maximize support for individual work efforts." (p. 167)
Schmaltz, D. (2003).  The Blind Men and the Elephant: Mastering Project Work.
"Much of what we call 'project management' stands upon Taylor's flat-earth perspectives. When applied to repeatable manufacturing situations, his primitive notions have great utility. The same ideas fall apart when applied in more human, less mechanical contexts." (p. 7)
Schrage, M. (1990).  Shared Minds: The New Technologies of Collaboration.
"As William James wrote in Great Men and Their Environment, 'The community stagnates without the impulse of the individual; the impulse dies away without the sympathy of the community.'" (p. xxiii)
Schwartz, H. S. (1990).  Narcissistic Process and Corporate Decay: The Theory of the Organizational Ideal.
"When work, the productive process, becomes display, its meaning becomes lost. Its performance as part of the organizational drama becomes the only meaning it has. Accordingly, the parts it plays in the organization's transactions with the world become irrelevant. When this happens, work loses its adaptive function and becomes mere ritual. At the same time, the rituals that serve to express the individual's identification with the organization ideal, especially those connected with rank, come to be infused with significance for the individual. They become sacred. Thus, reality and appearance trade places. The energy that once went into the production of goods and services of value to others is channelled into the dramatization of a narcissistic fantasy in which the organization's environment is merely a stage setting." (p. 61)
Schwartz, P., & Gibb B. (1999).  When Good Companies Do Bad Things: Responsibility and Risk in an Age of Globalization.
"From our participation in scores of conferences and conversations about corporate social responsibility, we have found that most of us bring heavy baggage to this issue in the form of deep-seated and often unquestioned assumptions." (p. 96)

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