D'Souza, D.
(2000).
The Virtue of Prosperity : finding values in an age of techno-affluence.
"We think of leisure as 'not working', but in the economic literature is more precisely defined as 'doing what you want to do.' Rich people frequently find their jobs challenging and interesting, and so they would prefer to put in overtime at the office rather than sit at a beach sipping margaritas. If you're a welder or a longshoreman, sitting on a beach seems like a wonderful respite from the grime and ardor of your everyday existence; but if you're a scientist or an inventor pursuing a new discovery, an entrepreneur building a new business, an acclaimed singer or athlete, or a successful author completing a magnum opus, lounging on the sand in the middle of nowhere can seem like an awful waste of time." (p. 82)
Daisey, M.
(2002).
21 Dog Years : Doing Time @ Amazon.com.
"When you work in an office everything becomes an abstraction. The higher you travel up the chain, the less actual work is being done, as everyone becomes responsible for overseeing those below them, who are supervising those below them, ad nauseam. In the Vedic tradtion Hindus believe that the world's firmament rests on four elephants, who in turn stand on the back of a turtle. The question always comes: 'What's holding up the turtle?' And the answer is: 'It's turtles all the way down.' Likewise in corporations—it is all turtles, straight to the bottom, and after a while it becomes impossible to feel what is happening at an experiential level. Only lunch meetings persist. Postmodern capitalism." (p. 167)
See also the second chapter titled "Turtles all the way down" in Kantrow.
Dale, E.
(1969).
Management: Theory and Practice.
"First of all, the chief executive can exercise great powers on legal grounds. The bylaws of most corporations provide for the appointment of a chief executive who has practically full powers except as they are limited by the board of directors.
Secondly, the chief executive can strengthen this power by judicious use of rewards and punishments. Complying subordinates can be given salary increases, bonuses, stock options, benefits of all kinds, and status symbols, such as large offices, free cars, and credit cards. Conversely, he can withhold these and other privileges from subordinates who oppose his views. And he need not resort to discharge to make his displeasure even more evident. He can send men to 'managerial Siberia'—some post where they have nothing of importance to do—or gradually withdraw responsibilities from them until they become disgusted enough to quit. It is not necessary for the chief executive to take drastic steps very often. If he has occasionally done so in the past, few will care to challenge his power." (p. 88)
Davenport, N., Schwartz R. D., & Elliott G. P.
(1999).
Mobbing: Emotional Abuse in the American Workplace.
"But employees who are committed to their work are often very loyal. They believe in the goals of the organization. They care about the organization's reputation. They keep quiet, are ambivalent about taking action and may not readily seek assistance, inside or outside the organization. They suffer for a longer period. Rarely do such individuals reveal their personal agony. And often they do not understand the complex reality of their situation."
Davidson, J.
(2003).
The Anxiety Book.
"Have compassion for yourself and others. Rational responses should not only be more truthful than core negative thoughts, but also be kinder. When you magnify your own weaknesses, your cognitions become skewed toward disaster because you don't believe in your ability to handle stress or challenge. When you magnify the weaknesses (or dark sides) of other people, your relationships are characterized by mistrust, and you'll never feel safe in the world. You don't have to expunge awareness of your own imperfections, or whitewash the fact that people can be malevolent, in order to cultivate compassion. A compassionate worldview acknowledges all our multifaceted complexity but is purposely skewed toward the positive: You look for the good in yourself as well as in others." (p. 98)
DeMars, N.
(1998).
You want me to do WHAT?: when, where, and how to draw the line at work.
"Forgiving ourselves allows us to let go of the feeling that we must punish ourselves, or be punished by someone else. lt allows us to give up our feelings of self-hatred and self-loathing. Unless and until we forgive ourselves, we will be unable to ask for or accept the forgiveness of others in our community; and, without forgiveness, there will be no reconciliation." (p. 265)
Deming, E. W.
(1993).
The New Economics for Industry, Government, Education.
"The most important act that a manager can take is to understand what it is that is important to an individual. Everyone is different from everyone else. All people are motivated to a different degree extrinsically and intrinsically. This is why it is so vital that managers spend time to listen to an employee to understand whether he is looking for recognition by the company, or by his peers, time at work to publish, flexible working hours, time to take a university course. In this way, a manager can provide positive outcomes for his people, and may even move some people toward replacement of extrinsic motivation with intrinsic motivation." (p. 115)
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."