Biblio
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(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."
(1988). Algorithms.
(1988). Database Processing.
(1988). Expert System Applications.
(1988). User-Centered Requirements Analysis.
(1987). Barron's Dictionary of Business Terms.
"Management Style: the leadership method a manager uses in administering an organization. For example, it may be said a manager has a very informal style, which signifies that the manager does not practice close supervision and believes in open communication." (p. 342)
(1987). Classics of Public Administration.
"The philosophy of management by directive and control—regardless of whether it is hard or soft—is inadequate to motivate because the human needs on which this approach relies are today unimportant motivators of behavior. Direction and control are essentially useless in motivating people whose important needs are social and egoistic. Both the hard and the soft approach fail today because they are simply irrelevant to the situation." (p. 260)
(1987). Finite and Infinite Games : A Vision of Life as Play and Possibility.
"'Machine' is used here as inclusive of technology and not as an example of it—as a way of drawing attention to the mechanical rationality of technology. We might be surprised by the technological devices that spring from the imagination of gifted inventors and engineers, but there is nothing surprising in the technology itself. The physicist's bomb is as thoroughly mechanical as the Neanderthal's lever—each the exercise of calculable cause-and-effect sequences." (p. 80)
(1987). The Leadership Challenge.
"Still another way to build trust is by being open about your own actions and intentions. You don't find it easy to trust someone who is secretive or who 'plays the cards close to the vest.' Scrupulously avoiding 'secret' meetings and closed-door sessions is essential, because such secrecy fuels images of organizational politics and chicanery." (p. 152)
(1987). Thriving on Chaos.
"It's absurd! We don't want for evidence that the average worker is capable of moving mountains—if only we'll ask him or her to do so, and construct a supportive environment. So why don't we do it?...
I am frustrated to the point of rage—my files bulge with letters about the power of involvement. Sometimes it's planned, and I'll talk about that. Sometimes it's inadvertent. But the result is always the same: Truly involved people can do anything!" (p. 286)
I am frustrated to the point of rage—my files bulge with letters about the power of involvement. Sometimes it's planned, and I'll talk about that. Sometimes it's inadvertent. But the result is always the same: Truly involved people can do anything!" (p. 286)
(1987). Thriving on Chaos: handbook for a management revolution.
"Today, there is an especially virulent form of corruption induced by overly rigid systems. This new corruption, in service to the 'system's imperative,' is non-responsiveness to constituent needs." (p. 606)
(1987). When All You've Ever Wanted Isn't Enough.
"Martin Buber, an important twentieth-century theologian, taught that our relationships with others take either of two forms. They are either I-It, treating the other person as an object, seeing him only in terms of what he does, or I-Thou, seeing the other as a subject, being aware of the other person's needs and feelings as well as one's own." (p. 54)
(1987). When Smart People Fail.
"There are several basic kinds of organizational environments: corporate, entrepreneurial, intrapreneurial (independent responsibility within a corporate structure), partnership, or complete autonomy (in the case of the artist). Sometimes the real you is in the wrong environment." (p. 109)
(1987). Advanced Turbo PROLOG.
(1987). Advanced Unix Programming.
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