Biblio
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(1995). Moral Imagination.
"It is this imagination of what it is like to be humiliated, oppressed, or treated cruelly that can provide the bridge between us and our moral enemies. While we know when we are being treated cruelly or have been humiliated, it is not always so easy to recognize our cruelty to others, nor how such cruelty has affected their lives." (p. 257)
(1994). Applied Fuzzy Systems.
(1994). Conquering C++ Pointers.
(1994). Distributed Operating Systems.
(1993). Human Relations in Organizations.
"One approach in dealing with the problems of individual versus organization in the bureaucratic model is to develop an impersonal approach to human relations. Managers become more impersonal in their dealings with employees and attempt to ignore individual differences and focus on the task accomplishments. This leads to individual dissatisfaction because the employees believe that the organization is impersonal and is using them like a machine." (p. 75)
(1993). The Last Days of Socrates: Euthyphro/The Apology/Crito/Phaedo.
"Present circumstances are quite enough to show that the capacity of ordinary people for doing harm is not confined to petty annoyances, but has hardly any limits once you get a bad name with them." (p. 78)
(1993). The Psychodynamics of Organizations.
(, Ed.).
"A wide variety of approaches that guide investigation of organizational life have openly and strongly challenged the assumption that organizations behave as rational systems." (p. xiv)
(1992). Two Lives.
(1989). Anger: the misunderstood emotion.
"The anger that fuels revolt does not arise, therefore, from objective conditions of deprivation or misery. As long as people regard those conditions as natural and inevitable, as God's Law or man`s way, they do not feel angry about them. So sociologists speak instead of 'relative deprivation,' the subjective comparisons that people make when they compare their actual lives to what might be possible. Alexis de Toequeville observed that 'evils which are patiently endured when they seem inevitable become intolerable when once the idea of escape from them is suggested,' and the freed slave Frederick Douglass put the same idea more passionately. 'Beat and cuff your slave,' he wrote, 'keep him hungry and spiritless, and he will follow the chain of his master like a dog, but feed and clothe him well, work him moderately, surround him with physical comfort, and dreams of freedom intrude.'" (p. 261)
(1989). Learning Automata: An Introduction.
(1987). Applied finite mathematics.
(1987). Multivariate Data Analysis.
(1984). Further up the organization.
"Good organizations are living bodies that grow new muscles to meet challenges. A chart demoralizes people. Nobody thinks of himself as below other people. And in a good company he isn't." (p. 159)
(1983). Previews & Premises: an interview with the author of Future Shock and The Third Wave.
"In Third Wave industries, the talk is all about employee participation in decision-making; about job enlargement and enrichment, instead of fractionalization; about flex-time instead of rigid hours; about cafeteria-style fringe benefits which give employees a choice, rather than a fait accompli; about how to encourage creativity rather than blind obedience." (p. 31)
(1981). The New Rational Manager.
In human performance problems, assessing consequences is an attempt to protect an employee's future against unintended harm....Actions affecting human beings have multiple consequences—some good, some harmful. Fairness requires that at least any unintended effects be assessed. The organization should not decide for the employee how life in the future should be lived; rather, it must be aware of how today's decisions affect tomorrow's conditions." (p. 198)
(1977). The Portable Thoreau.
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