Biblio

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Dostoyevsky, F. (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)
Hornstein, H. A. (1996).  Brutal Bosses and Their Prey.
"Bosses can make or break your day, your month, your year, your career. They have the power to ease or intensify adverse reactions to normal organizational stress. Empirical evidence broadcasts a consistent message: People reporting to more considerate bosses are less likely to suffer the ravages of burnout and more likely to experience work satisfaction than those reporting to less considerate bosses. In fact, as an innoculation against burnout, respect from a boss offers more protection than salary. Conversely, there is solid evidence that working for unsupportive bosses is associated with higher levels of anxiety, depression, and even heart disease." (p. 69)
Manning, G., Curtis K., & McMillen S. (1995).  Building Community: The Human Side of Work.
"The best organizations consider the unique characteristics of each person: the needs of some for stability and others for variety; the needs of some for latitude and others for structure; the dependable delivery of some and the creative ideas of others; the open-mindedness of some and the rigid allegiances of others. What is consistent is that all people are treated with respect and dignity."
Collins, J., & Porras J. I. (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)
Namie, G., & Namie R. (2000).  The bully at work: what you can do to stop the hurt and reclaim your dignity on the job.
"Groupthink is George Orwell's term from 19841, the dark futuristic novel. Psychologists borrowed the term to describe a group incapable of critically assessing the pros and cons of a decision. Because the group members feel so tightly connected, so cohesive, they prefer to see only one side of an issue. They are easily led by a forceful leader and busy themselves by falling in line behind the boss and kissing up to stay in good favor. They become a mindless, overprotective clique when assembled as a group, putting the political goal of squashing dissent above all other matters."2
  • 1. Orwell, G. (1949).  1984.
  • 2. According to the Wikipedia entry on groupthink, it wasn't Orwell, but rather William H. Whyte, Jr., who coined the term, as he writes in 1952:
    "Groupthink being a coinage — and, admittedly, a loaded one — a working definition is in order. We are not talking about mere instinctive conformity — it is, after all, a perennial failing of mankind. What we are talking about is a rationalized conformity — an open, articulate philosophy which holds that group values are not only expedient but right and good as well."
    Wikipedia: groupthink
Field, T. (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)
Carr, A. Z. (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)
Murphy, J. D. (2001).  Business Is Combat: A Fighter Pilot's Guide to Winning in Modern Business Warfare.
"This book began with people and it ends with people, because ultimately they are an organization's greatest asset. It is individuals who innovate, not companies. It is individuals who persist against all odds, not corporate guidelines or a time clock."
O'Neil, W. (2003).  Business Leaders and Success: 55 Top Business Leaders and How They Achieved Greatness.
"Deming's sometimes-gruff nature reflected impatience with managerial abuses of power. He thought that power carried a precious responsibility. 'Research shows', Deming said, 'that the climate of an organization influences an individual's contribution far more than the individual himself.' " (p. 206)

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