Biblio
Printer-friendly version
] Filters: First Letter Of Last Name is T [Clear All Filters]
(1906). The Writings of Henry David Thoreau: Cape Cod and Miscellanies.
"If a man was tossed out of a window when an infant, and so made a cripple for life, or scared out of his wits by the Indians, it is regretted chiefly because he was thus incapacitated for — business! I think that there is nothing, not even crime, more opposed to poetry, to philosophy, ay, to life itself, than this incessant business." (p. 457)
(2009). Without a Job, Who Am I?: Rebuilding Your Self When You've Lost Your Job, Home, Or Life Savings.
"We remind ourselves that by acting on values such as compassion, honesty, and forgiveness, we realize our real worth—the worth that is deeper than that associated with job, career, or material success." (p. 10)
(2008). Why Work Sucks and How to Fix It: No Schedules, No Meetings, No Joke–the Simple Change That Can Make Your Job Terrific.
"You're stuck in a cube with a desktop computer and a phone with a cord so you can be there in person should your manager walk over to check up on whether or not you're working. The game becomes looking busy instead of working hard and solving problems and contributing. It's a game no one wins. You lose your freedom, your motivation, your soul, and in exchange for control over your life, your company gets little more than a show of work." (p. 28)
(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)
(2005). Vanity Fair.
(1992). Two Lives.
(2005). Trump: The Art of the Deal.
Ballantine Books.
"Most people are surprised by the way I work. I play it very loose. I don't carry a briefcase. I try not to schedule too many meetings. I leave my door open. You can't be imaginative or entrepreneurial if you've got too much structure. I prefer to come to work each day and just see what develops."
(1999). Tcl/Tk in A Nutshell.
(2002). Struts Kick Start.
(1998). Riding the waves of culture : understanding cultural diversity in global business.
"In the original American concept of internal and external sources of control, the implication is that the outer-directed person is offering an excuse for failure rather than a new wisdom. In other nations it is not seen as personal weakness to acknowledge the strength of external forces or the arbitrariness of events." (p. 149)
(1996). Red Hat Linux Unleashed.
(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)
(1967). The Principles of Scientific Management.
"The knowledge obtained from accurate time study, for example, is a powerful implement, and can be used, in one case to promote harmony between workmen and the management, by gradually educating, training, and leading the workmen into new and better methods of doing work, or, in the other case, it may be used more or less as a club to drive the workmen into doing a larger day's work for approximately the same pay that they had received in the past." (p. 134)
(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)
(1977). The Portable Thoreau.
(2004). The organization of information.
(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)
(1998). A New Attitude: Achieve Personal and Professional Success by Keeping a Positive Mental Outlook.
A New Attitude.
"Research shows that people in the lower echelons of their companies are more susceptible to stress and its negative effects than those at the top. Employees on the lower rungs of the corporate ladder often have high-demand jobs and little control." (p. 99)
(1987). Multivariate Data Analysis.
(C)2014 CC-BY-NC 3.0, workcreatively.org