Biblio
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(1993). Quattro Pro for DOS for Dummies.
(1993). AMA Management Handbook.
"Scott and Hart indicate in Organizational America (Houghton Mifflin, 1979) that unfortunately the degree to which we deny our innate human nature may have already thrown open the door to domination of most Americans by organizational imperatives."
(1993). Communicating at Work.
Basics of conflict resolution include: supportiveness, positiveness, equality.
(1993). Crazy Bosses: Spotting Them, Serving Them, Surviving Them.
"Today, American workers exist in the most primitive form of group, one that is tradition-free and free of loyalty. Such an environment generates tremendous fear in people, fear of loss, of death, of dissolution and shame. Fear that drives people together. Fear that keeps people apart. It is a fear produced by the incessant demand for short-term results and the feeling of danger supplied by a variety of villians. And it is not irrational. It is real. It is sane." (p. 94)
(1993). The Creative Spirit.
"'Love is not a word people talk about easily', says Larry Wilson, 'Yet, increasingly, we're seeing that people are wanting to know that somebody cares about them, that they are not just seen as some interchangeable part. Real leadership is about demonstrating that your intention is to care for people and support their growth.'" (p. 139)
(1993). Decline and Fall of the American Programmer.
As DeMarco and Lister [12] argue,
"There is nothing more discouraging to any worker than the sense that his own motivation is inadequate and has to be 'supplemented' by that of the boss." (p. 62)
"There is nothing more discouraging to any worker than the sense that his own motivation is inadequate and has to be 'supplemented' by that of the boss." (p. 62)
(1993). The Effective Executive.
"But the organization is an abstraction. Mathematically, it would have to be represented as a point—that is, as having neither size nor extension. Even the largest organization is unreal compared to the reality of the environment in which it exists." (p. 13)
(1993). End of Bureaucracy and the Rise of the Intelligent Organization.
"Freedom and democratic self-managment remain the foundation of hope, not only in nations but also inside institutions where people spend their daily lives. Choice is the basis of community if relationships are both egalitarian and collaborative and if there are participative ways for everyone to share responsibility." (p. 231)
(1993). Getting Past No.
"We all know people who take a job or enter a personal relationship, become frustrated with their boss or partner, and then leave without giving it a chance. Often they misinterpret the other person's behavior and do not try to work it out. A pattern of breaking off relationships means you never get anywhere because you are always starting over." (p. 36)
(1993). Human Relations in Organizations.
"One approach in dealing with the problems of individual versus organization in the bureaucratic model is to develop an impersonal approach to human relations. Managers become more impersonal in their dealings with employees and attempt to ignore individual differences and focus on the task accomplishments. This leads to individual dissatisfaction because the employees believe that the organization is impersonal and is using them like a machine." (p. 75)
(1993). The Last Days of Socrates: Euthyphro/The Apology/Crito/Phaedo.
"Present circumstances are quite enough to show that the capacity of ordinary people for doing harm is not confined to petty annoyances, but has hardly any limits once you get a bad name with them." (p. 78)
(1993). The New Economics for Industry, Government, Education.
"The most important act that a manager can take is to understand what it is that is important to an individual. Everyone is different from everyone else. All people are motivated to a different degree extrinsically and intrinsically. This is why it is so vital that managers spend time to listen to an employee to understand whether he is looking for recognition by the company, or by his peers, time at work to publish, flexible working hours, time to take a university course. In this way, a manager can provide positive outcomes for his people, and may even move some people toward replacement of extrinsic motivation with intrinsic motivation." (p. 115)
(1993). The Psychodynamics of Organizations.
(, Ed.).
"A wide variety of approaches that guide investigation of organizational life have openly and strongly challenged the assumption that organizations behave as rational systems." (p. xiv)
(1993). Quality connections: transforming schools through Total Quality Management.
"In common practice, managers believe that employees are motivated by merit ratings and performance evaluations—that people have to be enticed into high performance with rewards or punished for low productivity by probations, demotions, layoffs, and so forth. In the transformed setting, we believe that people intrinsically want to do a good job. They take a great deal of pride in workmanship. According to Deming, goals, slogans, performance pay, and incentives actually destroy motivation for doing good work." (p. 10)
(1993). Raving Fans: A Revolutionary Approach To Customer Service.
"A customer's vision has meaning only in the context of your own vision." (p. 52)
(1993). Sharkproof: Get the Job You Want, Keep the Job You Love...in Today's Frenzied Job Market.
"So you got fired.
You can take the hurt and anger you feel and use it constructively. To prove they made a mistake when they let you go. Think. And do. Prove those critics wrong, wrong, wrong. Keep the vision of their pinched little faces handy, where you can get at them when you need them. Make them eat their words. Show them your stuff. Get mad. Get going. Get even.
Payback time is coming." (p. 248)
You can take the hurt and anger you feel and use it constructively. To prove they made a mistake when they let you go. Think. And do. Prove those critics wrong, wrong, wrong. Keep the vision of their pinched little faces handy, where you can get at them when you need them. Make them eat their words. Show them your stuff. Get mad. Get going. Get even.
Payback time is coming." (p. 248)
(1993). Snow Crash.
Stephenson's dark social satire illustrates what an anti-ROWE future might look like:
"You could try to favor a particular station, try to sit there every day, but it would be noticed. Generally you pick the unoccupied workstation that's closest to the door. That way, whoever comes in earliest sits closest, whoever came in latest is way in the back, for the rest of the day it's obvious at a glance who's on the ball in this office and who is—as they whisper to each other in the bathrooms—having problems.
Not that it's any big secret, who comes in first. When you sign on to a workstation in the morning, it's not like the central computer doesn't notice that fact. The central computer notices just about everything....You're only required to be at your workstation from eight to five, with a half-hour lunch break and two ten-minute coffee breaks, but if you stuck to that schedule it would definitely be noticed..." (p. 282)
"You could try to favor a particular station, try to sit there every day, but it would be noticed. Generally you pick the unoccupied workstation that's closest to the door. That way, whoever comes in earliest sits closest, whoever came in latest is way in the back, for the rest of the day it's obvious at a glance who's on the ball in this office and who is—as they whisper to each other in the bathrooms—having problems.
Not that it's any big secret, who comes in first. When you sign on to a workstation in the morning, it's not like the central computer doesn't notice that fact. The central computer notices just about everything....You're only required to be at your workstation from eight to five, with a half-hour lunch break and two ten-minute coffee breaks, but if you stuck to that schedule it would definitely be noticed..." (p. 282)
(1993). Technopoly: The Surrender of Culture to Technology.
"In the work of Frederick Taylor we have, I believe, the first clear statement that society is best served when human beings are placed at the disposal of their techniques and technology, that human beings are, in a sense, worth less than their machinery." (p. 52)
(1993). Anne Frank: The Diary of a Young Girl.
306. Abstract
"Daddy has been home a lot lately, as there is nothing for him to do at business; it must be rotten to feel so superfluous." (p. 12)
(1993). C.G. Jung and the Problem of Evil: The Strange Trial of Mr. Hyde.
"To the extent that we are egocentric we live in fear, under a sense of constant threat. We also live out and fulfill only a small portion of our personalities, because the egocentric life is a cramped life. It is like living inside a walled, heavily defended castle. Here we try to feel secure, but it does not occur to us that our castle is also our prison." (p. 133)
(1993). Leadership jazz.
"Vulnerability is the opposite of self-expression. Vulnerable leaders trust in the abilities of other people; vulnerable leaders allow the people who follow them to do their best. An invulnerable leader can be only as good as her own performance—what a terrifying thought! One caveat: Remember that there is no such thing as safe vulnerability." (p. 220)
(1994). Applied Fuzzy Systems.
(1994). C++ Components and Algorithms.
(1994). Conquering C++ Pointers.
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