Biblio
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(1998). When Smart People Work for Dumb Bosses: How to Survive in a Crazy and Dysfunctional Workplace.
"This is not the first time you've heard how an evaluation report mashed the brains of an employee. Why so powerful? It's this. The assessment of performance comes from the one person above all others who can most affect the emotions of an employee, one's supervisor. That changes the meaning of everything. That document can alter reality: Good can become bad, up can become down, and smart become dumb." (p. 135)
(2004). When You Work for a Bully: Assessing Your Options and Taking Action.
"Neither your identity nor your value as a person is determined by how hard you work, much less how many hours you put in." (p. 190)
(1988). Who Am I? What Am I: Search for Meaning in Your Work.
"Work is one of the most important sources of personal meaning, and, therefore, self-acceptance. Research on the unemployed underscores this conclusion emphatically. Furthermore, the same research insists that the degree of self-depreciation felt by a person out of work can only be realized by experience."
(2004). Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change.
"This codification, this rigor mortis that sets in around values and behaviors, is a problem unique to—and often devastating for—successful enterprises." (p, 185)
(1994). Why Climb the Corporate Ladder when You Can Take the Elevator? : 500 Secrets for Success in Business.
"Many corporations encourage independent thinking right up until the day they fire you for it." (p. 382)
(1995). Why Smart People Do Dumb Things: Lessons from the New Science of Behavioral Economics.
"Mature people develop—and enjoy—what Thorstein Veblen called 'the instinct of workmanship'. Oliver Wendell Holmes talked about pride in one's work: 'To hammer out as compact and as solid a piece of work as one can, to try to make it first rate.'—this is the goal of all mature people." (p.228)
(2008). Why Work Sucks and How to Fix It: No Schedules, No Meetings, No Joke–the Simple Change That Can Make Your Job Terrific.
"You're stuck in a cube with a desktop computer and a phone with a cord so you can be there in person should your manager walk over to check up on whether or not you're working. The game becomes looking busy instead of working hard and solving problems and contributing. It's a game no one wins. You lose your freedom, your motivation, your soul, and in exchange for control over your life, your company gets little more than a show of work." (p. 28)
(1997). Win32 System Programming.
(1992). Windows Magic Tricks.
(1995). Winn L. Rosch's Printer Bible.
(2005). Winning.
"The belief is this: every person in the world wants voice and dignity and every person deserves them.
By 'voice,' I mean people want the opportunity to speak their minds and have their ideas, opinions, and feelings heard, regardless of their nationality, gender, age, or culture.
By 'dignity,' I mean people inherently and instinctively want to be respected for their work and effort and individuality." (p. 53)
By 'voice,' I mean people want the opportunity to speak their minds and have their ideas, opinions, and feelings heard, regardless of their nationality, gender, age, or culture.
By 'dignity,' I mean people inherently and instinctively want to be respected for their work and effort and individuality." (p. 53)
(2005). Winning, losing, moving on : how professionals deal with workplace harassment and mobbing.
(, Ed.).
"In our western culture people are judged by their achievements, their earning power, status directly related to employment, and ability to climb the ladder of success. That is the reason it is especially tragic and emotionally damaging when one is robbed of his achievements without just and rational cause. The individual thus affected tends to lose his spirit, ambition, will to fight—ultimately his identity." (p. 174, Falk and Falk)
(2009). Without a Job, Who Am I?: Rebuilding Your Self When You've Lost Your Job, Home, Or Life Savings.
"We remind ourselves that by acting on values such as compassion, honesty, and forgiveness, we realize our real worth—the worth that is deeper than that associated with job, career, or material success." (p. 10)
(1998). Work & Rewards in the Virtual Workplace: A "New Deal" for Organizations and Employees.
"Thinking of work as if it were attached to time and space limits productivity." (p. 25)
(1997). Work Abuse: How to Recognize and Survive It.
"There are five distinctions that will assist you to see the depth with which work abuse affects people...
1. The Abuse Itself...
2. The Inability to Protest the Abuse...
3. Being Blamed and Feeling Guilty for Reacting against Work Abuse...
4. Having to Deny the Ways that Abuse Affects You...
5. Feeling Guilty for Visible Symptoms that Develop..."
1. The Abuse Itself...
2. The Inability to Protest the Abuse...
3. Being Blamed and Feeling Guilty for Reacting against Work Abuse...
4. Having to Deny the Ways that Abuse Affects You...
5. Feeling Guilty for Visible Symptoms that Develop..."
(1997). Work for a Living and Still Be Free to Live.
"...humiliations from within and without were the chief complaints. Above all [Terkel] noted, 'To survive the day is triumph enough for the walking wounded among the great many of us.'" (p. 8)
(2000). Work Rage: Identify the Problems, Implement the Solutions.
"Ocassionally, I encounter and organization that really does practice what it preaches, or 'walks the talk'. But I can say with great certainty that the companies that really do a lot of talking and walking are few and far between. There is a lot of talking but very little walking out there in the big wide world of management.
The potential for rage in these controlling organizations is going to be higher, and for several reasons. When you have a mentoring, coaching, and collaborative management style, employees tend more toward higher productivity, efficiency, and effectiveness, and there is a happier workplace atmosphere. Conversely, when there is a domineering, controlling, or even bullying environment, the employees feel threatened, are less productive, feel highly stressed and are unhappy." (p. 53)
The potential for rage in these controlling organizations is going to be higher, and for several reasons. When you have a mentoring, coaching, and collaborative management style, employees tend more toward higher productivity, efficiency, and effectiveness, and there is a happier workplace atmosphere. Conversely, when there is a domineering, controlling, or even bullying environment, the employees feel threatened, are less productive, feel highly stressed and are unhappy." (p. 53)
(2003). Work to Live.
"We fear the silence of time not filled, the questions and self-judgment that may come up when we're not completely consumed with work or other distractions. Yet it's precisely the ability to stop and still your mind long enough to figure out what you need in life and whether your current course is getting you there that allows you to reach your goals. It frees you from the external noise to find out what a meaningful life is for you. Otherwise, you're running blind on somebody else's track, where busyness and productivity substitute for what's missing inside, peace of mind, which can only be generated within that same mind." (p. 141)
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