Biblio
Printer-friendly version
] Filters: First Letter Of Last Name is W [Clear All Filters]
(1956). The Organization Man.
"It is the nature of a new idea to confound current consensus—even the mildly new idea. It might be patently in order, but, unfortunately, the group has a vested interest in its miseries as well as its pleasures, and irrational as this may be, many a member of organization life can recall instances where the group clung to known disadvantages rather than risk the anarchies of change." (p. 440)
(1967). Lisp 1.5 Primer.
(1976). Computer Power and Human Reason.
(1978). Getting organized : the easy way to put your life in order.
"In other words, order is not an end in itself. Order is whatever helps you to function effectively—nothing more and nothing less. You set the rules and the goals, however special, idiosyncratic, or individualistic they may be." (p. 23)
(1979). On a Clear Day You Can See General Motors.
"These were not immoral men who were bringing out this car. These were warm, breathing men with families and children who as private individuals would never have approved this project for a minute if they were told 'You are going to kill and injure people with this car.' But these same men, in a business atmosphere, where everything is reduced to terms of costs, profit goals and production deadlines, were able as a group to approve a product most of them wouldn't have considered approving as individuals." (p. 6)
(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)
(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.
(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)
(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)
(1990). Designing Object-Oriented Software.
(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)
(1991). Developing and Training Human Resources in Organizations (2nd Edition).
"Despite its wide use, punishment can have unfortunate side effects. First, there is a high probability that the response will be reduced only when the punishment agent is present....Second, punishment may result in avoidance, hostility, or even counteragression toward the punishing agent." (p. 235)
(1993). Quattro Pro for DOS for Dummies.
(1994). Leadership and the New Science: Learning About Organization from an Orderly Universe.
"For many years, the prevailing maxim of management stated: 'Management is getting work done through others.' The important thing was the work; the 'others' were nuisances that needed to be managed into conformity and predictability. Managers have recently been urged to notice that they have people working for them. They have been advised that work gets done by humans like themselves, each with strong desires for recognition and connectedness. The more they (we) feel part of the organization, the more work gets done." (p. 144)
(C)2014 CC-BY-NC 3.0, workcreatively.org