Biblio
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(2004). The organization of information.
(1998). Org Behv&perfm.
(1996). Organizational Behavior: Concepts, Controversies, Applications.
"In a recent poll, when workers were asked what they valued most in a job, 64 percent gave the highest rating to 'ability to work independently.' That even beat out 'high income' and 'chances for promotion.'"
(1979). Organizational Psychology.
"The main conclusion will be that there is no one answer, no 'perfect' way to organize or to design work. Instead, one must become diagnostic and flexible, sensitive to events and their subjective interpretation by the participants in a given situation, so that one can choose a course of action appropriate to that situation."
(1982). The Organizational Unconscious: How to Create the Corporate Culture You Want and Need.
"One company we had the good fortune to work with some twenty years ago was shockingly changed when we visited it recently. People who had once cared deeply for one another and demonstrated high levels of creativity and innovation had become bureaucratized and uncaring, both in their work and in their interrelationships. The company had grown in size, but had shrunk in quality. Its earlier dynamism had become only a memory in the minds of the few who had originally created it." (p. 110)
(1991). Organizations on the Couch: Clinical Perspectives on Organizational Behavior and Change.
"The institutionalized work group accomplishes work in a routine and rational fashion. Procedure, rules, and regulations may take priority over quality of work, substance of product and service, and overall meaning and purpose of task accomplishment. Intra- and interorganizational boundaries are often rigid and inflexible. Bureaucratic administration replaces leadership." (p. 204)
(1998). Organizing Genius: The Secrets of Creative Collaboration.
"There is a lesson here that could transform our anguished workplaces overnight. People ache to do good work. Given a task they believe in and a chance to do it well, they will work tirelessly for no more reward than the one they give themselves." (p. 215)
(1994). The origins of totalitarianism.
"Those who aspire to total domination must liquidate all spontaneity, such as the mere existence of individuality will always engender, and track it down in its most private forms, regardless of how unpolitical and harmless these may seem." (p. 456)
(1998). Othello (Signet Classic Shakespeare).
"Good name in man and woman, dear my lord,
Is the immediate jewel of their souls.
Who steals my purse steals trash; 'tis something; nothing;
'Twas mine, 'tis his, and has been slave to thousands;
But he that filches from me my good name
Robs me of that which not enriches him
And makes me poor indeed." (III, iii)
Is the immediate jewel of their souls.
Who steals my purse steals trash; 'tis something; nothing;
'Twas mine, 'tis his, and has been slave to thousands;
But he that filches from me my good name
Robs me of that which not enriches him
And makes me poor indeed." (III, iii)
(2009). Out of My Life and Thought: An Autobiography.
"Corporate bodies do not look for their strength in ideas and in the values of the people for whom they are responsible. They try to achieve the greatest possible uniformity. They believe that in this way they hold the greatest power, offensive as well as defensive." (p. 224)
(1982). Out of the Crisis.
"Basically, what is wrong is that the performance appraisal or merit rating focuses on the end product, at the end of the stream, not on leadership to help people. This is a way to avoid the problems of people. A manager becomes, in effect, a manager of defects....
The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or tries to, for his own good, on his own life preserver. The organization is the loser.
Merit rating rewards people that do well in the system. It does not reward attempts to improve the system. Don't rock the boat."
The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or tries to, for his own good, on his own life preserver. The organization is the loser.
Merit rating rewards people that do well in the system. It does not reward attempts to improve the system. Don't rock the boat."
(2008). Outliers: The Story of Success.
199. Abstract
"My wish with Outliers is that it makes us understand how much of a group project success is. When outliers become outliers it is not just because of their own efforts. It's because of the contributions of lots of different people and lots of different circumstances, and that means we, as a society, have more control about who succeeds—and how many of us succeed—than we think."
(2013). Overcoming Mobbing: A Recovery Guide for Workplace Aggression and Bullying.
"For better or for worse, job, career, and personal identity are tightly interconnected and a rupture in one causes ruptures in the others."
(1999). The Overload Syndrome: Learning to Live Within Your Limits.
"The recent book Finding Time: How Corporations, Individuals, and Families Can Benefit from New Work Practices describes work stress among software engineers, thus highlighting issues important throughout many occupations. 'Knowledge workers, like senior executives, experience immense pressure to . . . put work above all else,' observes University of Michigan business professor Leslie A. Perlow, who studied a Fortune 500 company to write the book. 'Engineers believe that they must be perceived as always willing to "accommodate the demands of the work." . . .They should be willing to do whatever is asked, not just in terms of producing output but also in terms of working whatever hours are deemed necessary to get the job done.' As long as nobody's getting hurt, what's the big deal? The big deal is—somebody's getting hurt." (p. 179)
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