Biblio
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(1987). Barron's Dictionary of Business Terms.
"Management Style: the leadership method a manager uses in administering an organization. For example, it may be said a manager has a very informal style, which signifies that the manager does not practice close supervision and believes in open communication." (p. 342)
(1996). Bully in Sight: How to Predict, Resist, Challenge and Combat Workplace Bullying.
"Stress can be defined, albeit rather vaguely, as any form of physical, emotional, or psychological pressure, and its endemic presence in the modern workplace probably owes much to insecurity and coercion.
An alternative view of stress is a consequence of the degree to which people feel they lack control of themselves, their situation, and their life. If a person feels they cannot influence or control events in their life, they will feel anxious, and hence feel insecure and afraid." (p. 174)
An alternative view of stress is a consequence of the degree to which people feel they lack control of themselves, their situation, and their life. If a person feels they cannot influence or control events in their life, they will feel anxious, and hence feel insecure and afraid." (p. 174)
(2010). The Blame Game.
"Our findings showed that blame was contagious, but not among those who felt psychologically secure. So try to foster a chronic sense of inner security in order to reduce the chances that you'll lash out at others."
(2006). Build Your Own AJAX Web Applications.
(1922). The Brothers Karamazov: a novel in four parts and an epilogue.
"He did no one any harm, but 'Why do they think him so saintly?' And that question alone gradually repeated gave rise at last to an intense, insatiable hatred toward him. That I believe was why many people were extremely delighted at the smell of decomposition which came so quickly, for not a day had passed since his death." (p. 352)
(2004). The Brothers Karamazov.
(1994). Built to Last: Successful Habits of Visionary Companies.
"When we began our research project, we speculated that our evidence would show the visionary companies to be great places to work (or at least better places to work than the comparison companies). However, we didn't find this to be the case—at least not for everyone." (p. 121)
(1997). Business Law.
(1998). The Bad Attitude Survival Guide: Essential Tools For Managers.
"A consistent, knee-jerk negative response to bad news or negative circumstances is a common occurrence and creates an unhealthy organizational culture. Many organizations are well known for shooting the messenger. Some managers have such a high negative emotional response to problems or bad news, their employees learn to avoid their manager in times of trouble or crisis. This is a deadly organizational circumstance because information that frequently could serve to eliminate a problem or stop a small crisis from escalation isn't shared up the ladder, as lower-level employees refuse to expose themselves to the inevitable wrath. The price the organization pays for allowing this negative culture is incalculable." (p. 79)
(1995). Breakfast at the Victory : The Mysticism of Ordinary Experience.
"When you need a teacher, the Hindus say, a teacher will appear. But we can't know in advance what we need to learn, else we would not need to learn it. Therefore, we won't know who our teachers are until we have been taught. As a result, every teaching is a surprise." (p. 40)
(1969). Business as a Game.
"Men down the line often tend to judge the boss with unrealistic severity—to expect perfection from him, complete rationality, absolute efficiency. Yet a little observation tells us that business is not carried out in a rational way....Wastefulness, shortsighted policies, impulsive moves, excessive use of trial and error methods, strange personal quirks in high places—all this is normal in business." (p. 71)
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