Biblio

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Walton, M. (1988).  The Deming Management Method.
"Fear takes a horrible toll. Fear is all around, robbing people of their pride, hurting them, robbing them of a chance to contribute to the company. It is unbelievable what happens when you unloose fear." (p. 73)
Walton, M. (1991).  Deming management at work.
"In the words of W. Edwards Deming, 'The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people do a better job with less effort.' " (p. 236)
Wansbrough, H. (1985).  The New Jerusalem Bible.
The poor is detestable even to a friend, but many are they who love someone rich. One who despises the needy is at fault, one who takes pity on the poor is blessed.
Webster, B. F. (1995).  The Art of 'Ware: Sun Tzu's Classic Work Reinterpreted.
"If your developers had wanted to work long hours just for lots of money, they would have become lawyers. They do it for bragging rights—for the right to say, "Yeah, I helped create that product"—and for a chance to change the industry and maybe the world. It may be hubris, but then again, the world really has changed because of products created by technology developers over the last thirty to forty years—and the most dramatic changes are yet to come." (p. 27)
Weick, K. E. (1979).  The Social Psychology of Organizing.
"As criticisms first start to increase the person exerts more effort, concentration is already quite high, and quality improves. As the criticisms continue to increase there comes a point where the additional increments of effort are now canceled because the person can't concentrate. Beyond this point, the greater the number of criticisms, the lower the quality of performance." (p. 227)
Weinberg, G. M. (1986).  Becoming a Technical Leader: An Organic Problem-Solving Approach.
"In other words, there must be something worth doing, but it also must have that unique part that only I can contribute. That's the key to achieving the vision. Joining a mass movement may keep me going as a person, but it won't keep me going as an innovator." (p. 97)
Weiner, D. L. (2002).  Power freaks: dealing with them in the workplace or anyplace.
"The primitive brain mechanism drives us into creating hierarchies, an essential for primitive tribal organization and survival. It confers on some of us today an innate need to dominate others in situations where we might also understand rationally that cooperation would make better sense than domination." (p. 44)
Weisinger, H. (2000).  Emotional Intelligence at Work.
"What is so curious about setbacks is that they undermine motivation, yet it is precisely motivation that is needed to overcome the setback." (p. 104)
Weiss, D. H. (1998).  Secrets of the Wild Goose: The Self-Management Way to Increase Your Personal Power and Inspire Productive Teamwork.
"'Constructive criticism'? It's an oxymoron. Criticism, by definition, is destructive." (p. 142)
Welch, J., & Byrne J. A. (2001).  Jack: Straight from the Gut.
"In those days, I was throwing hand grenades, trying to blow up traditions and rituals that I felt held us back." (p. 97)
Welch, J., & Welch S. (2005).  Winning.
"The belief is this: every person in the world wants voice and dignity and every person deserves them.
By 'voice,' I mean people want the opportunity to speak their minds and have their ideas, opinions, and feelings heard, regardless of their nationality, gender, age, or culture.
By 'dignity,' I mean people inherently and instinctively want to be respected for their work and effort and individuality." (p. 53)
Westhues, K. (2004).  Workplace mobbing in academe : reports from twenty universities.
"Mobbing is like a tornado boiling up during stormy, unsettled, inclement times at work. Such times occur in all workplaces, academic ones not least, and everybody knows the signs: disputed decisions, angry words, bruised egos, and tension in the air. Usually such periods of conflict blow over like a summer storm and things settle down again, leaving minor damage to productivity and human relations, damage repaired in subsequent weeks and months.
People who have lived through a tornado, however, know what meteorologists have determined scientifically, that this is not just a 'bad storm', but a distinct kind of near-total devastation categorically apart. That is what workplace mobbing is: a destructive social process arising out of unsettled relations at work, similar to the storms of everyday conflict but of such force, fury, terror and ruination as to warrant its own name, separate study, and specific safeguards." (p. 2)
Westhues, K. (1999).  Eliminating Professors: A Guide to the Dismissal Process.
Quoting from a decision by the Supreme Court of Canada:
"A person's employment is an essential component of his or her sense of identity, self-worth, and emotional well-being. Accordingly, any change in a person's employment status is bound to have far-reaching repercussions. The point at which the employment relationship ruptures is the time when the employee is most vulnerable, and hence most in need of protection. When termination is accompanied by acts of bad faith in the manner of the discharge, the results can be especially devastating." (p. 164)
Westhues, K., & Baldwin J. A. (2006).  The remedy and prevention of mobbing in higher education : two case studies.
"Far from being a slang expression, mobbing is the scientific term Leymann drew from the ethological studies of Nobel Laureate Konrad Lorenz (1967)1, to describe fanatic ganging up of managers and/or co-workers against a targeted worker, subjection of the target to a barrage of hostile communications, humiliations, threats, and tricks, toward the end of driving the target out of his or her job." (p. 2)
Westhues, K. (2006).  The Envy of Excellence: Administrative Mobbing of High-Achieving Professors.
"The inching-out process is at once structural (affecting the target's social location in the workplace) and psychological (changing the targets conception of self). Structurally, the shift involves the target's increasing absense from social gatherings, and more important, a reduction in the number and importance of positions held in the workplace." (p. 177)

"Far from being merely cognitive, the inching out process encompasses the whole of the target's being. It is a sense of growing ontological apartness from the workplace. When the target is physically near the eliminators, he or she commonly experiences sweating, dizziness, trembling, shortness of breath, dryness of mouth, or heart palpitations—symptoms of stress that usually disappear once away from the workplace." (p. 194)


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