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(1999). The Magic of Dialogue: Transforming Conflict into Cooperation.
"In traditional hierarchical arrangements, those at the top of the pecking order can afford to be casual about how well they understand those at lower levels. But when people are more equal, they are obliged to make a greater effort to understand each other. If no one is the undisputed boss anymore, and if all insist on having their views respected, it follows that people must understand each other." (p. 18)
(2008). Making it All Work: Winning at the Game of Work and the Business of Life.
322. Abstract
"But to my thinking there is an inherent fallacy in affirming that 'life' and 'work' are mutually exclusive spheres. The truth is, when you are 'in your zone'—when time has disappeared and you're simply 'on' with whatever you're doing—there is no distinction between 'work' and 'personal'." (p. 58)
(1970). Man For Himself: An Inquiry Into the Psychology of Ethics.
"Since modern man experiences himself as both the seller and the commodity to be sold on the market, his self-esteem depends on conditions beyond his control. If he is 'successful,' he is valuable; if he is not, he is worthless." (p. 72)
(1989). Management.
"Rosabeth Kanter has argued that power can easily become institutionalized. Those whom others believe to possess power seem to find it easier to influence other people around them—and thus to garner even more genuine power. By the same token, 'powerlessness' is a difficult condition to overcome." (p. 306)
(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)
(2008). The Management Gurus: lessons from the best management books of all time.
(, Ed.).
"Finally, the traditional hierarchy—the pyramid structure of almost all organizations—has to be discarded. The traditional top-down method of leadership is wasteful and ineffective because a company's need to innovate continues to conflict with shared assumptions about loyalty and unquestioning obedience. This situation must change." (p. 269)
(1977). Management of Organizational Behavior : Utilizing Human Resources.
"In our society today, there is almost a built-in expectation in people that physiological and safety needs will be fulfilled. In fact, most people do not generally have to worry about where their next meal will come from or whether they will be protected from the elements or physical danger. They are now more susceptible to motivation from other needs: People want to belong, be recognized as 'somebody', and have a chance to develop to their fullest potential. As William H. Haney has said:
'The managerial practice, therefore, should be geared to the subordinate's current level of maturity with the overall goal of helping him to develop, to require progressively less external control, and to gain more and more self-control. And why would a man want this? Because under these conditions he achieves satisfaction on the job at all levels, primarily the ego and self-fulfillment levels, at which he is the most motivatable.' " (p. 182)
'The managerial practice, therefore, should be geared to the subordinate's current level of maturity with the overall goal of helping him to develop, to require progressively less external control, and to gain more and more self-control. And why would a man want this? Because under these conditions he achieves satisfaction on the job at all levels, primarily the ego and self-fulfillment levels, at which he is the most motivatable.' " (p. 182)
(1969). Management: Theory and Practice.
"First of all, the chief executive can exercise great powers on legal grounds. The bylaws of most corporations provide for the appointment of a chief executive who has practically full powers except as they are limited by the board of directors.
Secondly, the chief executive can strengthen this power by judicious use of rewards and punishments. Complying subordinates can be given salary increases, bonuses, stock options, benefits of all kinds, and status symbols, such as large offices, free cars, and credit cards. Conversely, he can withhold these and other privileges from subordinates who oppose his views. And he need not resort to discharge to make his displeasure even more evident. He can send men to 'managerial Siberia'—some post where they have nothing of importance to do—or gradually withdraw responsibilities from them until they become disgusted enough to quit. It is not necessary for the chief executive to take drastic steps very often. If he has occasionally done so in the past, few will care to challenge his power." (p. 88)
Secondly, the chief executive can strengthen this power by judicious use of rewards and punishments. Complying subordinates can be given salary increases, bonuses, stock options, benefits of all kinds, and status symbols, such as large offices, free cars, and credit cards. Conversely, he can withhold these and other privileges from subordinates who oppose his views. And he need not resort to discharge to make his displeasure even more evident. He can send men to 'managerial Siberia'—some post where they have nothing of importance to do—or gradually withdraw responsibilities from them until they become disgusted enough to quit. It is not necessary for the chief executive to take drastic steps very often. If he has occasionally done so in the past, few will care to challenge his power." (p. 88)
(2003). Managerial and organizational reality: stories of life and work.
"Defamation attempts to cut the reformer off from a potentially sympathetic following by attributing his attempts at reform to questionable motives, underlying psychopathology, or gross incompetence. This three-pronged attack is meant to blackmail the reformer into submission and to transform a sympathetic following into a mistrustful crowd of onlookers or an angry mob that feels resentful at having been deceived by the reformer." (p. 331, Rory O'Day)
(1977). The managerial woman.
"It is healthy and natural for all persons, men and women, to live directly in both the instrumental and the affective worlds. The best example we can give to explain what we are talking about is to quote the man who said, 'My boss is the best boss I've ever had. When you go in there and she criticizes your work she makes sure you leave feeling you are a good and valuable person who wrote a bad report.'"
(1967). Managers for tomorrow.
"The motivations for work that stem from the desire to hang on and protect ourselves from real or imaginary attack have one common core—the direction of the motivational force is negative. The aim is to avoid or minimize trouble. Work under such conditions is at best burdensome and at its worst approaches the nightmare fringes of terror. Short-range output may be high, but the endurance of the worker is as yet undetermined." (p. 134)
(1967). Managers for Tomorrow : A Modern Psychological Approach to the Managerial Process.
No matter all of the talk about people's loss of interest in their work, the manager can still count on the desire to do a good job; pride in performance will always exist. However, there are forces, both in the work situation and in our society at large, that limit opportunities to fulfill this motive.
One factor in the work situation is the nature of the job. If the work to be done is dull and unchallenging, the individual can get no real satisfaction from doing it well."
One factor in the work situation is the nature of the job. If the work to be done is dull and unchallenging, the individual can get no real satisfaction from doing it well."
(2000). Managing Up! : 59 Ways to Build a Career-Advancing Relationship with Your Boss.
"It's obvious that you do bring elements of your true self to the job environment, though some bring more than others. But you aren't and can't be completely be your true self at work." (p. 73)
(1992). Managing Your Mouth: An Owner's Manual for Your Most Important Business Asset.
"...deception is carried out when a group of individuals conspire to ensure that the sanctity of their mission is protected...Quite frequently in government and industry it is a perfectly normal and accepted practice to carry out deception. The intent of deception is to keep the enemy or adversary in the dark to protect and safeguard vital information. It is common practice that is exercised at the highest levels of federal government and the highest levels in the private sector." (p. 166)
(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)
(1998). The Mentor's Spirit : Life Lessons on Leadership and the Art of Encouragement.
"There is a clear link between mentoring and the unleashing of leadership power. New managers frequently experience self-doubts when needing to control their work team's outcomes. Yet early in a career nothing is more natural than wanting control over results. Mentors can help proteges notice their cultural programming: Have they learned to be excessively docile? Are they able to say no or do they get pushed around? Or are they bullies? The young, unaware that creativity needs autonomy in the sphere of expertise, may thwart their finest impulses. The desire to retain creative control over work is often a sign that one is tending toward self-actualization. Shaping outcomes, carving out privacy, or protecting independence are elementary aims of inventive sorts." (p. 122)
(2009). Michael Moore: America's Teacher.
"But we spend eight to ten to twelve hours of our daily lives at work, where we have no say. I think when anthropologists dig us up 400 years from now—if we make it that far—they're going to say, 'Look at these people back then. They thought they were free. They called themselves a democracy, but they spent ten hours of every day in a totalitarian situation and they allowed the richest 1 percent to have more financial wealth than the bottom 95 percent combined.'
Truly they're going to laugh at us the way we laugh at people 150 years ago who put leeches on people's bodies to cure them."
Truly they're going to laugh at us the way we laugh at people 150 years ago who put leeches on people's bodies to cure them."
(1995). Microsoft Secrets: How the World's Most Powerful Software Company Creates Technology, Shapes Markets, and Manages People.
"That's the whole craft-versus-engineering thing. Even in engineering, you can't build a bridge by reading a bunch of books, no matter how many books about building bridges you've read. (Steven Sinofsky, former technical assistant to Bill Gates)." (p. xv)
(1995). Mind Over Mood: Change How You Feel by Changing the Way You Think.
"Anger is linked to a perception of damage or hurt and to a belief that important rules have been violated. We become angry if we think we have been treated unfairly, hurt unnecessarily, or prevented from obtaining something we expected to achieve. Notice the emphasis on fairness, reasonableness, and expectation." (p. 193)
(1990). The Minneapolis Job Bank, 1991.
"YOU'RE FIRED!!
You are not the first and will not be the last to go through this traumatic experience. Thousands of professionals are fired every week. Remember, being fired is not a reflection on you as a person. It is usually a reflection of your company's staffing needs and its perception of your recent job performance. Share the fact with your relatives and friends. Being fired is not something of which to be ashamed....
Avoid mentioning you were fired while arranging interviews." (p. 31)
You are not the first and will not be the last to go through this traumatic experience. Thousands of professionals are fired every week. Remember, being fired is not a reflection on you as a person. It is usually a reflection of your company's staffing needs and its perception of your recent job performance. Share the fact with your relatives and friends. Being fired is not something of which to be ashamed....
Avoid mentioning you were fired while arranging interviews." (p. 31)
(2009). The Miracles of Mentoring.
"Mentoring is a work of the heart. It is a desire to build community, to inspire hope, to share success, to enrich life." (p. 131)
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