Biblio

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Book
Trecker, H. B., & Trecker A. R. (1952).  How to Work with Groups.
"Problems arise in groups when the personal touch goes out. When groups become so large that they are mechanical rather than personal the human being and his needs become secondary. Under such circumstances people are likely to feel frustrated, unwanted, and unimportant. They see no way to take hold, to be a real part of the group. They strike out and fight back against a system which does violence to their deep need to be important." (p. 139)
LaFevre, J. L. (1989).  How you really get hired: The inside story from a college recruiter.
"I am not a soapbox person, but I have seen so many employees mourn the loss of a job with the same feelings experienced with the loss of a loved one—guilt, frustration, anger, and finally acceptance. Americans often make the mistake of transposing who they are into what they do. You are many things: friend, spouse, neighbor, church member, card carrying ACLU member, co-worker, parent, advisor, and...Marketing Manager. The essence of you will never be reflected in your job title." (p. 188)
Pfeffer, J. (1998).  The Human Equation: Building Profits by Putting People First.
Pfeffer reviews studies that "make a business case for managing people right". Among the factors that cause trouble for companies trying to implement such change, are: "Demands for accountability and reproducibility in results and decisions that destroy the benefits of expertise, which is inevitably dependent on tacit knowledge." (p. 132)
Costley, D. L., Santana-Melgoza C., & Todd R. (1993).  Human Relations in Organizations.
"One approach in dealing with the problems of individual versus organization in the bureaucratic model is to develop an impersonal approach to human relations. Managers become more impersonal in their dealings with employees and attempt to ignore individual differences and focus on the task accomplishments. This leads to individual dissatisfaction because the employees believe that the organization is impersonal and is using them like a machine." (p. 75)
Jansen, J. (2003).  I Don't Know What I Want, but I Know It's Not This : A Step-by-Step Guide to Finding Gratifying Work.
"Being bored or plateaued does not mean that you aren't working hard or that you don't have enough work to do. Being busy and dealing with the excessive stimulation that the workplace provides us with today have little to do with being bored. The combination of the two merely leads to a greater level of burnout." (p. 123)
Iacocca, L. A., Novak W., & Iacocca L. (1984).  Iacocca: An Autobiography.
"Everybody has lost good people who have simply been in the wrong job and who might have found more satisfaction as well as greater success if they could have been moved to another area instead of being fired." (p. 49)
Rosa, P. (1995).  Idiot Letters.
Morgan, G. (1986).  Images of Organization.
"History may well judge that Taylor came before his time. His principles of scientific management make superb sense for organizing production when robots rather than human beings are the main productive force, when organizations can truly become machines." (p. 33)
Morgan, G. (1998).  Images of Organization: The Executive Edition.
"The groupthink phenomenon has been reproduced in thousands of decision-making situations in organizations of all kinds. It may seem overly dramatic to describe the phenomenon as reflecting a kind of psychic prison. Many people would prefer to describe it through the culture metaphor, seeing the pathologies described in all the above examples as the product of particular cultural beliefs and norms. But there is great merit in recognizing the prison-like qualities of culture." (p. 186)
Williamson, M., & Secretan L. (2000).  Imagine : what America could be in the 21st century : visions of a better future from leading American thinkers.
"People want it all. They feel, quite understandably, that is is their birthright. They want the fast life of converging technology, global roaming, rising opportunities, adrenaline-pumping challenges, and life at Web speed—and they want to spend time with their families and friends, meditate, keep fit, relax, and play. It's not about work/life balance; it's about the complete integration of work and life, a holistic, seamless fit between these two and every other aspect of life. The new-story leader encourages employees to engage their creative juices while they are walking along a beach, or to shop for groceries online while they are at work and not be self-conscious—indeed, to be unaware of the difference. Life is whole, not seperated into two solitudes called 'work' and 'life'. " (p. 129)
Cummings, T. G., & Molloy E. S. (1977).  Improving Productivity and the Quality of Work Life.
Report on a workplace study authored in 1972:
"The man doing the job is the one to say what time is likely to be wasted. Also, the man who not is pressed, rushed into missing breakfast, or subjected to a guilty conscience by being late is far more likely to really contribute to a team's performance.
Finally, it says, 'Flexible working is something that will inevitably be adopted in the future, and management have the choice of leading towards a situation which they have helped create, or being compelled to accept something not to their liking.'"
Peters, T. J. (1984).  In Search of Excellence: Lessons from America's Best-Run Companies.
"The most discouraging fact of big corporate life is the loss of what got them big in the first place: innovation. If big companies don't stop innovating entirely, the rate almost certainly goes way down." (p. 200)
Zuboff, S. (1988).  In the Age of the Smart Machine: The Future of Work and Power.
"Techniques of control in the workplace became increasingly important as the body became the central problem of production. The early industrial employers needed to regulate, direct, constrain, anchor, and channel bodily energies for the purposes of sustained, often repetitive, productive activity. Still struggling to establish their legitimate authority, they invented techniques designed to control the laboring body. The French historian Michel Foucault has argued that these new techniques of industrial management laid the groundwork for a new kind of society, a 'disciplinary society', one in which bodily discipline, regulation, and surveillance are taken for granted." (p. 319)
White, W. L. (1997).  Incestuous Workplace: Stress and Distress in the Organizational Family.
"'The last act of a dying organization is a thicker rule book.' The need for rules to control staff members marks a dramatic change in mutual respect, loyalty, and the esprit de corps that characterized earlier stages of organizational life." (p. 72)
Gelb, M. J., & Miller-Caldicott S. (2008).  Innovate Like Edison: The Five-Step System for Breakthrough Business Success.
"The most innovative contemporary workplaces welcome humor and play and the most bureaucratic ones invariably take themselves too seriously. Overseriousness is a warning sign of mediocrity and bureaucratic thinking." (p. 124)
Drucker, P. F. (1986).  Innovation and Entrepreneurship : Practice and Principles.
"But innovation, almost by definition, has to be decentralized, ad hoc, autonomous, specific, and micro-economic....Innovative opportunities do not come with the tempest but with the rustling of the breeze." (p. 255)
Sweeney, J. (2005).  Innovation at the Speed of Laughter: 8 Secrets to World Class Idea Generation.
"Unfortunately some individuals who are full of wonderful and innovative ideas may be viewed as sullen, non-participating appendages, disconnected or, worse yet, lazy. Perhaps the real truth is that they are being asked to create ideas (already an emotional risk) in a way that is not suited for their style or comfort with focus. A drastic example of this sort of misclassification is Albert Einstein, who was labelled by many as lazy and arrogant by traditional academic standards of the time because he preferred a process of discovery and innovation that was isolated and introspective."
Beebe, J. (1992).  Integrity in Depth. Carolyn and Ernest Fay Series in Analytical Psychology.
"The acceptance by the self of its own failures to achieve its ideals is the only way that it can earn the empathy required for a human attitude toward the shadow. When the shadow appears to act out what has been morally repressed, it is as if another self emerges, out of relation to the ideals in which we normally center our identity. That self does things we know are wrong and yet for which we must assume responsibility, creating the anxiety we know as guilt." (p. 65)
Mead, R. (2005).  International management: cross-cultural dimensions.
"Middle management often feels threatened by lower level autonomy." (p. 132)

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