Biblio
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(2006). Social Intelligence: The New Science of Human Relationships.
"Feeling secure, Kohlrieser argues, lets a person focus better on the work at hand, achieve goals, and see obstacles as challenges, not threats. Those who are anxious, in contrast, readily become preoccupied with the specter of failure, fearing that doing poorly will mean they will be rejected or abandoned (in this context, fired)—and so they play it safe." (p. 277)
(1995). Social Organization of Work.
"Alienation occurs when work provides inadequately for human needs for identity and meaning. Work is alienating to the extent that one does it only from economic necessity, not from its intrinsic pleasures." (p. 56)
"A common response to alienating work is passive resistance through making work into a game (Burawoy, 2000), restricting one`s output (Roy, 1952), or focusing on aspects of work tangential to the main productive activity (Collinson, 2003). For instance, workers often adjust to alienating situations by focusing on interactions with their peers. Managers label such behavioral responses 'poor performance.' However, such behaviors do not necessarily result from incompetence or laziness: rather, they may be straightforward responses to having a job that is tedious, repetitive, or alienating. These responses are difficult to predict from workers' levels of job satisfaction or commitment. Workers who are very committed to their work may be the ones most likely to resist alienating conditions. Those who are less committed may simply exit or grudgingly suffer in silence." (p. 68)
"A common response to alienating work is passive resistance through making work into a game (Burawoy, 2000), restricting one`s output (Roy, 1952), or focusing on aspects of work tangential to the main productive activity (Collinson, 2003). For instance, workers often adjust to alienating situations by focusing on interactions with their peers. Managers label such behavioral responses 'poor performance.' However, such behaviors do not necessarily result from incompetence or laziness: rather, they may be straightforward responses to having a job that is tedious, repetitive, or alienating. These responses are difficult to predict from workers' levels of job satisfaction or commitment. Workers who are very committed to their work may be the ones most likely to resist alienating conditions. Those who are less committed may simply exit or grudgingly suffer in silence." (p. 68)
(2005). The Social Outcast: Ostracism, Social Exclusion, Rejection, and Bullying.
Abstract
"Ostracism threatens:
- our need to belong...
- our need for maintaining high self-esteem, because it carries with it the implicit or explicit accusation that we have done something wrong.
- our need for control over interactions with others, as well as our 'interpretive control' when the reason for our exclusion is ambiguous."
- may threaten our need to maintain our belief in a meaningful existence, because it reminds us of our fragile temporary existence and even our own death.
(1954). The Social Psychology of Industry.
(1979). The Social Psychology of Organizing.
"As criticisms first start to increase the person exerts more effort, concentration is already quite high, and quality improves. As the criticisms continue to increase there comes a point where the additional increments of effort are now canceled because the person can't concentrate. Beyond this point, the greater the number of criticisms, the lower the quality of performance." (p. 227)
(2003). The Social Psychology of Stigma.
"How do people come to accept their own unjust treatment of the stigmatized? Ideological commitments lead them to self-justification. A justification ideology exempts stigmatized individuals from full moral inclusion, and as a result, the stigma in conjunction with the ideology can lead to rough treatment." (p. 128)
(1967). Sociology and modern systems theory..
"As in any organization, rules were selectively evoked, broken, or ignored to suit the defined needs of personnel. Higher administrative levels, especially, avoided periodic attempts to have the rules codified and formalized, for fear of restricting the innovation and improvisation believed necessary to the care of patients. Also, the multiplicity of professional ideologies, theories, and purposes would never tolerate such a rigidification." (p. 150)
(1987). Software Engineering with ADA.
(1996). Software Portability with Imake.
(2003). Somebodies and Nobodies: Overcoming the Abuse of Rank.
"Institutional rank abuse skews the judgment of management and employees away from organizational goals toward self-aggrandizement in the first case, self-preservation in the latter." (p. 30)
(1998). Something More : Excavating your Authentic Self.
"'Disillusion only comes to the illusioned,' Dorothy Thompson reminds us in The Courage to be Happy, written in 1957. 'One cannot be disillusioned of what one never put faith in,' especially ourselves." (p. 159)
(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)
(2003). The Soul of Capitalism: Opening Paths to a Moral Economy.
"Employers are willing to pay a higher cost for temp laborers because they are disposable. 'We call it pimping people out,' says Suzie Qusenberry, 'because that's really what it is. I'm going to pimp you out for $8 an hour and all you're going to get is $5.35.' They take the money and you do the work. Isn't that just like pimping?'"
(2000). Special Edition: Using Samba.
(1994). Spirit Of Community.
"If businesses would cooperate with parents to make it easier for them to earn a living and attend to their children, the corporate payoffs would be much more than social approbation: they would gain a labor force that is much better able to perform." (p. 67)
(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)
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