Biblio
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(1988). Database Processing.
(1988). Expert System Applications.
(1988). User-Centered Requirements Analysis.
(1988). Changing Ways: A Practical Tool for Implementing Change Within Organizations.
"A basic axiom of any change effort is that 'the further away the people defining the change are from the people who have to live with the change, then the more likelihood that the change will develop problems.'" (p. 59)
(1988). The Constraints of Corporate Tradition: Doing the Correct Thing Not Just What the Past Dictates.
But when boosting productivity comes to mean in practice nothing more than an efficiency-driven effort to cut costs and do better with line workers what is now being done, we can watch the coral build up before our very eyes. In an earlier environment, the link between old-fashioned, direct labor-based productivity and competitive strength was obvious and immediate. Today, that linkage is more complicated and less certain. Doing the right things is every bit as important as doing things right. Time was, we could think of direct-labor productivity as a pretty fair approximation of competitiveness and be confident we were on the mark. No longer. The proxy does not hold. Forgetful that it was—and is—but a proxy that holds for some circumstances but not all, many of today's managers treat as a living fact what is no more than the hard shell of past experience.
So it is with most of the maps by which managers steer. What was once known to be an artifice, though no less useful for that, gradually loses its air of being an imaginatively constructed thing and, equally gradually, takes on the air of being something real and hard and concrete in its own right." (p. 13)
So it is with most of the maps by which managers steer. What was once known to be an artifice, though no less useful for that, gradually loses its air of being an imaginatively constructed thing and, equally gradually, takes on the air of being something real and hard and concrete in its own right." (p. 13)
(1988). The Deming Management Method.
"Fear takes a horrible toll. Fear is all around, robbing people of their pride, hurting them, robbing them of a chance to contribute to the company. It is unbelievable what happens when you unloose fear." (p. 73)
(1988). In the Age of the Smart Machine: The Future of Work and Power.
"Techniques of control in the workplace became increasingly important as the body became the central problem of production. The early industrial employers needed to regulate, direct, constrain, anchor, and channel bodily energies for the purposes of sustained, often repetitive, productive activity. Still struggling to establish their legitimate authority, they invented techniques designed to control the laboring body. The French historian Michel Foucault has argued that these new techniques of industrial management laid the groundwork for a new kind of society, a 'disciplinary society', one in which bodily discipline, regulation, and surveillance are taken for granted." (p. 319)
(1988). Take This Job and Love It: How to Change Your Work Without Changing Your Job.
"Burnout is of epidemic proportions because of a delay in companies' responding to the new needs of their workforce, or mismatch between what people want from their job and what the job offers them. Burnout signals not that people are working too hard but that they are not used enough. It recedes when the individual worker is empowered to make the workplace different and when the company makes a commitment to serve its employees." (p. 39)
(1988). What Works at Work: Lessons from the Masters.
"The sunflower effect—doing what your boss wants you to do—is still very powerful in all organizations because the power in all organizations is significantly at the top. Conflicts at high levels in organizations reverberate all the way down, reflecting the displacement downward of that anger and hostility and once again reflecting power at the top." (p. 282)
(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). Growing a business.
"Like canny investors, employees know exactly how much of themselves they will invest in a given work situation before they feel taken for granted or ripped off. For pragmatic reasons of productivity and employee satisfaction, if for no other reason, I advise employee ownership. Nevertheless, it is not a panacea. lf it is instituted as a 'technique,' it has no meaning and can backfire. There is no point in sharing equity if it does not stem from your sense of fairness. If you are not a fair person, don't fake it. Employees resent hypocrisy more than greed.
Fairness is something people feel. You cannot fool workers with fancy titles, by calling people 'associates' or holding pep rallies, or by convoluted profit-sharing schemes that vest on the seventieth birthday. So often in business literature the question comes up as to what is the best way to treat your employees. It is a question with no meaning. The question you should always ask is what do you think of your employees. What you think about the people you work with will decide how you treat them, and will determine how you structure your company." (p. 114)
Fairness is something people feel. You cannot fool workers with fancy titles, by calling people 'associates' or holding pep rallies, or by convoluted profit-sharing schemes that vest on the seventieth birthday. So often in business literature the question comes up as to what is the best way to treat your employees. It is a question with no meaning. The question you should always ask is what do you think of your employees. What you think about the people you work with will decide how you treat them, and will determine how you structure your company." (p. 114)
(1989). Catch-22.
(1989). Database Design and Management.
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