Biblio
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(1967). Managers for tomorrow.
"The motivations for work that stem from the desire to hang on and protect ourselves from real or imaginary attack have one common core—the direction of the motivational force is negative. The aim is to avoid or minimize trouble. Work under such conditions is at best burdensome and at its worst approaches the nightmare fringes of terror. Short-range output may be high, but the endurance of the worker is as yet undetermined." (p. 134)
(1967). Managers for Tomorrow : A Modern Psychological Approach to the Managerial Process.
No matter all of the talk about people's loss of interest in their work, the manager can still count on the desire to do a good job; pride in performance will always exist. However, there are forces, both in the work situation and in our society at large, that limit opportunities to fulfill this motive.
One factor in the work situation is the nature of the job. If the work to be done is dull and unchallenging, the individual can get no real satisfaction from doing it well."
One factor in the work situation is the nature of the job. If the work to be done is dull and unchallenging, the individual can get no real satisfaction from doing it well."
(2000). Managing Up! : 59 Ways to Build a Career-Advancing Relationship with Your Boss.
"It's obvious that you do bring elements of your true self to the job environment, though some bring more than others. But you aren't and can't be completely be your true self at work." (p. 73)
(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)
(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)
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