Biblio
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(1986). TRENDS IN SPEECH RECOGNITION.
(1985). Bringing Out the Best in People: How to Enjoy Helping Others Excel.
"Management by Encouragement
Scudder N. Parker once said, 'People have a way of becoming what you encourage them to be—not what you nag them to be.' It is a very basic human need to have someone encourage us and spur us on to higher things." (p. 89)
Scudder N. Parker once said, 'People have a way of becoming what you encourage them to be—not what you nag them to be.' It is a very basic human need to have someone encourage us and spur us on to higher things." (p. 89)
(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)
(1985). The Gentle Art of Verbal Self-Defense.
"It ought to be true that the support structure and the job success would come of themselves, automatically, as a result of your being a good person who does your work properly. I am sorry to have to tell you that the game is not played that way. People who assume it is will be trampled upon and will usually never know what hit them." (p. 244)
(1985). The New Jerusalem Bible.
The poor is detestable even to a friend, but many are they who love someone rich. One who despises the needy is at fault, one who takes pity on the poor is blessed.
(1985). Shame: The Power of Caring.
"Defenses against shame are adaptive. They have been the client's only ways of surviving intolerable shame. Strategies of defense aim at protecting the self against further exposure and further experiences of shame. Several of the most prominent strategies are rage, contempt for others, the striving for perfection, the striving for power, and internal withdrawal. Both perfectionism and excessive power-seeking are strivings against shame and attempt to compensate for the sense of defectiveness which underlies internalized shame. None of these are unitary strategies; rather, they become expressed in unique and varied ways, with several often functioning together." (p. 128)
(1985). Stress Management: A Comprehensive Guide to Wellness.
"Are You Sitting on a Two-Legged Stool?
Most of us are striving for a happy and meaningful life. Balance is needed to achieve and maintain such a life. Balance means that you avoid building your life around one person or one thing, no matter how wonderful it may seem. If you do, no matter who or what it is, losing it could be devastating." (p. 186)
Most of us are striving for a happy and meaningful life. Balance is needed to achieve and maintain such a life. Balance means that you avoid building your life around one person or one thing, no matter how wonderful it may seem. If you do, no matter who or what it is, losing it could be devastating." (p. 186)
(1985). Data and Computer Communications.
(1985). Operating system concepts.
(1984). Further up the organization.
"Good organizations are living bodies that grow new muscles to meet challenges. A chart demoralizes people. Nobody thinks of himself as below other people. And in a good company he isn't." (p. 159)
(1984). Forces of Production.
"For when technological development is seen as politics, as it should be, then the very notion of progress becomes ambiguous: what kind of progress? progress for whom? progress for what? And the awareness of this ambiguity, this indeterminacy, reduces the powerful hold that technology has upon our consciousness and imagination, and it reduces also the hold upon our lives enjoyed by those whose social power has long been concealed and dignified by seemingly technological agendas. Such awareness awakens us not only to the full range of technical possibilities and political potential but also to a broader and older notion of progress, in which the struggle for human fulfillment and social equality replaces a simple faith in technological deliverance, and in which people, with their confidence restored, resume their proper role as subject of the story called history." (preface xiv)
(1984). Iacocca: An Autobiography.
"Everybody has lost good people who have simply been in the wrong job and who might have found more satisfaction as well as greater success if they could have been moved to another area instead of being fired." (p. 49)
(1984). In Search of Excellence: Lessons from America's Best-Run Companies.
"The most discouraging fact of big corporate life is the loss of what got them big in the first place: innovation. If big companies don't stop innovating entirely, the rate almost certainly goes way down." (p. 200)
(1984). Scenes from Corporate.
"The men and women who work in middle management and technical jobs in corporations suffer from fear, but not from cowardice. Their ability to endure fear in the struggle to achieve happiness as it has been defined for them proves that they are not cowards. They lack options. They may move from corporation to corporation, but the systems in which they live do not change with the change of employment. As they grow older, even that illusory option disappears. Then they must choose between human alienation and their accustomed standard of living." (p. 284)
(1984). Techno Stress: The Human Cost of the Computer Revolution.
"Unemployment ultimately eats away at self-esteem. We normally spend much of our time discussing work, socializing with our co-workers, and thinking about our jobs. We identify with the work we do. Status is earned according to what we do, how much we earn, and whether or not we supervise others, and, if so, how many. Our sense of worth, confidence, and security disappears when we lose our jobs." (p. 57)
(1984). Common LISP: The Language.
(1984). LISP.
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