Biblio
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(1990). Self Directed Work Teams: The New American Challenge.
"The most potentially damaging kind of performance feedback at this stage is one-on-one feedback from manager to team member. Because that relationship carries so much emotional baggage...it's important to find alternatives to manager-to-employee feedback wherever possible." (p. 135)
(1990). Animal farm : a fairy story.
(1949). 1984.
"But always—do not forget this, Winston—always there will be the intoxication of power, constantly increasing and constantly growing subtler. Always, at every moment, there will be the thrill of victory, the sensation of trampling on an enemy who is helpless. If you want a picture of the future, imagine a boot stamping on a human face—forever."
(1981). Theory Z: How American Business Can Meet the Japanese Challenge.
"A Japanese company committed to lifetime employment will go to great lengths to build loyalty among its employees by ensuring fair and humane treatment. In the United States, by comparison, an alienated, disgruntled employee can be laid off during the next downsizing in the business cycle and thus represents only a short-term burden to the employer. The problem is purely one of incentives. People committed to long-term relationships with one another have strong commitments to behave responsibly and equitably towards one another." (p. 34)
(1987). Logic Tools for Programming.
(1985). The Culture of Technology.
Harry Braverman draws an instructive comparison with the first industrial revolution. That was not primarily a technical revolution; there was no change in the nature of many processes, which were merely reorganized on the basis of the division of labour. Craft production was dismembered and subdivided so that it was no longer 'the province of any individual worker'. In the modem 'revolution' the whole system is transformed. New materials, techniques and machines are used in an effort 'to dissolve the labour process as a process conducted by the worker and reconstitute it as a process conducted by management'. The individual workman or operative is analysed almost as a piece of machinery; he or she is seen as a 'sensory device', linked to a 'computing mechanism' and 'mechanical linkages'. This, says Braverman, is what modern industry 'makes of humanity'; labour is 'used as an interchangeable part' and progress is seen as a matter of indefinitely increasing the number of tasks that can be carried out by machine. The final triumph is achieved when all the human components have been exchanged for mechanical or electronic ones." (p. 110)
(1996). Java With Borland C++.
(1995). 7 Secrets for Successful Living: Tapping the Wisdom of Ralph Waldo Emerson to Achieve Love, Happiness, and Self-Reliance.
"Conforming to a way of life you do not believe in diminishes your power, for you are working against yourself. Although you may accomplish much in the way of outward success, in your core fear and weakness reign. Why do you think many people feel disillusioned when they finally achieve success? Those who do usually say 'something is missing,' and that something is usually their real selves." (p. 22)
(1982). The Art of Japanese Management: Applications for American Executives.
"The evidence would suggest that for most of us being pushed too hard and crowded into a corner is counterproductive. Great honesty is seldom helpful without empathetic compassion, skillfully expressed in private, by someone assumed to care about the other person's well-being." (p. 158)
(2004). Prisoners of Our Thoughts: Viktor Frankl's Principles at Work.
224. Abstract
"In some ways, our technological advances have redesigned work to better accommodate human factors. What we need now is a way to elevate the human spirit at work." (p. 6)
(1991). The Emperor's New Mind.
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