Biblio
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(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)
(2000). Sorting Things Out: Classification and Its Consequences.
"Information technology operates through a series of displacements, from action to representation, from the politics of conflict to the invisible politics of forms and bureaucracy. Decades ago, Max Weber wrote of the iron cage of bureaucracy. Modern humans, he posited, are constrained at every juncture from true freedom of action by a set of rules of our own making. Some of these rules are formal, most are not. Information infrastructure adds another level of depth to the iron cage. In its layers, and in its complex interdependencies, it is a gossamer web with iron at its core." (p. 320)
(2000). Stalking the Soul.
"Abuse of power has always existed but today it is often disguised. Executives talk about autonomy and initiative but still demand submissiveness and obedience. Employees march to their company's drummer because they are haunted by management's bottom line, the threat of unemployment, and the constant reminder of their responsibility and therefore possible blame." (p. 68)
(2000). The Virtue of Prosperity : finding values in an age of techno-affluence.
"We think of leisure as 'not working', but in the economic literature is more precisely defined as 'doing what you want to do.' Rich people frequently find their jobs challenging and interesting, and so they would prefer to put in overtime at the office rather than sit at a beach sipping margaritas. If you're a welder or a longshoreman, sitting on a beach seems like a wonderful respite from the grime and ardor of your everyday existence; but if you're a scientist or an inventor pursuing a new discovery, an entrepreneur building a new business, an acclaimed singer or athlete, or a successful author completing a magnum opus, lounging on the sand in the middle of nowhere can seem like an awful waste of time." (p. 82)
(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)
(2000). Working with Emotional Intelligence.
"There is a politics of empathy: Those with little power are typically expected to sense the feelings of those who hold power, while those in power feel less obligation to be sensitive in return. In other words, the studied lack of empathy is a way power-holders can tacitly assert their authority." (p. 144)
(2000). Patient number one: a true story of how one CEO took on cancer and big business in the fight of his life.
328. Abstract
"There is always an uneasy truce between scientists and salesmen. Scientists want their product to be absolutely perfect before allowing it to be sold; salesmen want to get it out the door where it can start generating income as soon as possible. On occasion the truce is broken, usually over budgetary and resource issues." (p. 78)
(2001). Beginning Perl for Bioinformatics.
(2001). DB2 Universal Database v7.1.
(2001). Inside Servlets.
(2001). Introduction to Logic.
(2001). JavaScript Bible, 4th Edition.
(2001). Learning Perl, Third Edition.
(2001). Mac OS X Unleashed.
(2001). More Servlets and JavaServer Pages.
(2001). Oracle and Open Source.
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