Biblio

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1982
Deming, E. W. (1982).  Out of the Crisis.
"Basically, what is wrong is that the performance appraisal or merit rating focuses on the end product, at the end of the stream, not on leadership to help people. This is a way to avoid the problems of people. A manager becomes, in effect, a manager of defects....
The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or tries to, for his own good, on his own life preserver. The organization is the loser.
Merit rating rewards people that do well in the system. It does not reward attempts to improve the system. Don't rock the boat."
Deming, E. W. (1982).  Quality Productivity and Competitive Position.
"The economic loss from fear is appalling. It is necessary, for better quality and productivity, that people feel secure." (p. 33)
1983
Howe, I. (1983).  1984 [nineteen eighty-four] revisited : totalitarianism in our century.
"Orwell came down hard in 1984 against what philosophers call mechanistic theories of knowledge, against the view that the motions of the world report to every man's senses in uniform ways." (p. 64)
Toffler, A. (1983).  Previews & Premises: an interview with the author of Future Shock and The Third Wave.
"In Third Wave industries, the talk is all about employee participation in decision-making; about job enlargement and enrichment, instead of fractionalization; about flex-time instead of rigid hours; about cafeteria-style fringe benefits which give employees a choice, rather than a fait accompli; about how to encourage creativity rather than blind obedience." (p. 31)
1984
Winston, P. H. (1984).  LISP.
Noble, D. F. (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)
Iacocca, L. A., Novak W., & Iacocca L. (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)
Peters, T. J. (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)
Shorris, E. (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)
Brod, C. (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)
Townsend, R. (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)

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