Sort by: Author Title [ Type  (Desc)] Year
Filters: Keyword is accommodation  [Clear All Filters]
Web Article
Silberman, S. (2003).  The Geek Syndrome.
Flattened workplace hierarchies are more comfortable for those who find it hard to read social cues. A WYSIWYG world, where respect and rewards are based strictly on merit, is an Asperger's dream.
Journal Article
Marrone, J., & Golowka E. (1999).  If work makes people with mental illness sick, what do unemployment, poverty, and social isolation cause?. Psychiatric Rehabilitation Journal. 23(2),  Abstract
"In fact, the change from the role of patient or client to a new role as worker in society is fragile at best. The journey to employment requires a more sensitive approach from all involved individuals (the worker, the professionals, family, and friends) to the extent that everyone can successfully leverage the potential and ability of the worker with an appreciation of the limitations that are part of the illness."
Twain, M. (1956).  The Adventures of Huckleberry Finn.
"All I say is, kings is kings, and you got to make allowances. Take them all around, they're a mighty ornery lot. It's the way they're raised."
Lewinsohn, P. M., Munoz R., Youngren M. A., & Zeiss A. M. (1978).  Control your depression.
"Psychological prevention is a much neglected area. There is so much need for giving services to people who are hurting that we do not take the time to prepare those who are not hurting to live life in effective ways. If we did, we might be able to prevent many from becoming casualties. The savings in therapy time and money—not to mention human suffering—could be enormous. Perhaps some day 'psychological impact statements' will be as familiar to our ears as 'environmental impact statements.'"
Pinchot, G., & Pinchot E. (1993).  End of Bureaucracy and the Rise of the Intelligent Organization.
"Give individuals choice of what teams to join. If members are recruited, not assigned, the people who end up in a team will tend to be those attracted to its specific purpose. Bureaucracies in which managers allocate staff find it very difficult to create the flexibility to accommodate much self-selection, especially after downsizing. People end up being assigned based on availability, skill, and project priority. Giving much priority to personal desire and enthusiasm is, in a bureaucracy, the exception rather than the rule." (p. 204)
Pfeffer, J., & Sutton R. I. (2013).  Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management. 274. Abstract
"It turns out that a surprisingly high percentage of jobs are idiosyncratic, created, designed, and customized to fit the preferences and skills of some unique person, not because some expert ever imagined in advance that the organization would need that job.
Carter, R. W., & Golant S. K. (1999).  Helping Someone with Mental Illness.
"Guidelines issued by the EEOC also require an employer to provide a temporary job coach to help in the training of a qualified individual with a mental disability." (p. 103)
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)
Bonnie, R. J., & Monahan J. (1996).  Mental Disorder, Work Disability, and the Law.
"Many mental health advocates and experts note the parallel between useful accommodations for people with psychiatric disabilities, such as workplace flexibility and an individualized approach to management, and good management practices that would benefit any worker. They assert that adjustments of job demands to the temperament, sensitivities, strengths, weaknesses, and preferences of a valued employee occur frequently." (p. 268)
Kafka, F., Muir E., & Muir W. (1995).  The Metamorphosis, in the Penal Colony, and Other Stories.
"Yet the management overlooked this, because he was an extraordinary and unique artist. And of course they recognized that this mode of life was no mere prank, and that only in this way could he really keep himself in constant practice and his art at the pitch of its perfection." (The Hunger Artist, p. 231)
Weiner, D. L. (2002).  Power freaks: dealing with them in the workplace or anyplace.
"Many years ago, we had a retiree who came back to work for us after his wife passed away. He only wanted to come in the office three times a week, for half days, which was fine with us. At the time, we had a window office available temporarily, so we put him there. A few months later we needed the office and so on his day off, we moved him to a nearby office across the hall. It never dawned on us that he would be offended, because of the few hours he put in every week and the fact that he was just happy to have a place to hang his hat. But he became so depressed when he saw where his desk was now that he could hardly speak to any of us. Worse, he couldn't get any work done. He told me over lunch that he hadn't felt such pain since his wife passed away and that he was actually embarrassed about it. Finally, we moved him back to a window office and he was fine." (p. 250)
Striker, J. M., & Shapiro A. O. (1979).  Power plays: How to deal like a lawyer in person-to-person confrontations and get your rights.
"Remember, an employer who won't give you your rights when you ask for them must be convinced that it is in his interest to give you your rights." (p. 105)
Levy, R. M., Dorsen N., & Rubenstein L. S. (1996).  The Rights of People with Mental Disabilities: The authoritative ACLU guide to the rights of people with mental illness and mental retardation.
"A reasonable accommodation is an alteration in the work environment that will enable the employee to perform the essential functions of the job. The accommodation must be practicable and reasonable in terms of cost to the employer and ease of accomplishment; in the words of the ADA, it cannot be an 'undue hardship' to the employer. The accommodation can be physical, such as a ramp up a few steps or and amplification device on the telephone. For people with mental disabilities, the core of reasonable accommodation is an adjustment to the work environment that will enable the person to perform at a productive level. These can include such changes as:
  • Flexible scheduling
  • Reassignment to a different job
  • Changes in the physical location of work
  • Alterations in supervision
  • Unpaid leave for therapy
  • Sensitizing coworkers
There are many other kinds of accommodations that can be developed jointly by the employer and the employee and tailored to fit individual circumstances. Indeed, the ADA requires that reasonable accommodation be developed together in an 'informal, interactive process.' The employer can neither impose an accommodation ('Go to therapy or be fired') or demand that the employee devise one." (p. 159)

See also: flexibility, individuality, supportiveness, disability

Google ngram chart

Neighbor relation graph

SKOS Concept Scheme

SKOS concepts and relations

Concept Scheme: business culture/management vocabulary

URI: business culture/management vocabulary


  • Concept: accommodation
    • preferred: accommodation
    • definition: the act of providing something (lodging or seat or food) to meet a need
    • related: flexibility
    • related: individuality
    • related: supportiveness
    • related: disability
    • closeMatch:
    • keyword-58
    • linked content:
      • in scheme:
      • gloss: the act of providing something (lodging or seat or food) to meet a need
      • hyponym of:
      • sense: accommodation
      • synset id: 101210816
  • W3C SKOS spec
    RDF source

    (C)2014 CC-BY-NC 3.0,