Biblio
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(1995). Measuring Disease.
(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)
(1995). The Metamorphosis, in the Penal Colony, and Other Stories.
"If I had first called the man before me and interrogated him, things would have got into a confused tangle. He would have told lies, and had I exposed these lies he would have backed them up with more lies, and so on and so forth. As it is, I've got him and I won't let him go.—Is that quite clear now?" (The Penal Colony, p. 199)
(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)
(2013). Mobbed! A Survival Guide to Adult Bullying and Mobbing.
"But compassion is not about seeing the differences between ourselves and those who have harmed us. It's about recognizing the common features that make us human." (Kindle loc. 3147-3149)
(1999). Mobbing: Emotional Abuse in the American Workplace.
"But employees who are committed to their work are often very loyal. They believe in the goals of the organization. They care about the organization's reputation. They keep quiet, are ambivalent about taking action and may not readily seek assistance, inside or outside the organization. They suffer for a longer period. Rarely do such individuals reveal their personal agony. And often they do not understand the complex reality of their situation."
(1981). Models for Management : The Structure of Competence.
"Chain of command looks good on paper, but in practice it falls far short as an effective system for arousing cooperation when basic economic conditions have resulted in men being released from industrial servitude." (p. 122)
(1974). Modern Management and Machiavelli.
"The discharged employee is hopefully restrained from doing a great many things that he would like to do through fear of what it might cost him in terms of pay, good recommendations, and the law." (p. 168)
(2005). Monsters, Gods, and Heroes: The Epic in Literature.
"So it's a strife here, in a way, between position—between the CEO and the top salesman; between the principal and the best teacher; between Miller Huggins, the manager, and Babe Ruth, the best baseball player who ever lived; between the person who can really do it, and the person who is in charge. Those are incommensurable excellences, and then and now they often come into conflict. So here—that is the rage within the rage, the conflict within the conflict, that Homer is interested in chronicling."1
(1995). Moral Imagination.
"It is this imagination of what it is like to be humiliated, oppressed, or treated cruelly that can provide the bridge between us and our moral enemies. While we know when we are being treated cruelly or have been humiliated, it is not always so easy to recognize our cruelty to others, nor how such cruelty has affected their lives." (p. 257)
(1989). Moral Mazes: The World of Corporate Managers.
"Given the proper assurances and assumptions, acceptance of blame can be an exercise in loyalty, although it is never without risk. But the more frequent case is when those with the power to do so foist or allow blame to fall on unwary or inexperienced underlings. They do so to cover up their own mistakes, or to extricate themselves from potentially embarrassing or politically untenable situations." (p. 86)
(2001). More Servlets and JavaServer Pages.
(1997). Moths to the Flame: The Seductions of Computer Technology.
Often the computer's introduction leads to job loss, loss of job skills, and feelings of dehumanization. When a business uses computers, its employees become more interchangeable, more reliable, more controllable, and—usually—cheaper. The siren call of automation results in step-by-step changes in jobs to make them fit better into the maw of the beast. just as the industrial revolution turned artisans into factory hands, the information revolution is turning white-collar workers into machine tenders." (p. 118)
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