Biblio
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(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)
(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)
(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)
(1995). Measuring Disease.
(1994). Muse in the Machine.
(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)
(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)
(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)
(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)
(1987). Multivariate Data Analysis.
(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)
(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)
(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)
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