Melville, H.
(2009).
Billy Budd.
"Now envy and antipathy, passions irreconcilable in reason, nevertheless in fact may spring conjoined like Chang and Eng in one birth. Is Envy then such a monster? Well, though many an arraigned mortal has in hopes of mitigated penalty pleaded guilty to horrible actions, did ever anybody seriously confess to envy? Something there is in it universally felt to be more shameful than even felonious crime. And not only does everybody disown it, but the better sort are inclined to incredulity when it is in earnest imputed to an intelligent man. But since its lodgement is in the heart not the brain, no degree of intellect supplies a guarantee against it."
McKay, M., & Fanning P.
(1994).
Self-Esteem : A Proven Program of Cognitive Techniques for Assessing and Improving.
"Within a given profession or social level, our culture next awards worth based on accomplishments. Getting a raise, a degree, a promotion, or winning in a competition are worth a lot. Acquiring the right house, car, furnishings, boat, or college education for your kids—all those accomplishments are worth a lot, too. If you get fired or laid off, lose your home, or in any other way slip down the accomplishment ladder, you are in deep trouble. You lose all your counters and become socially worthless.
Buying into these cultural concepts of worth can be deadly. For example, John was a bank examiner who equated his worth with his accomplishments at work. When he was late in meeting an important deadline, he felt worthless. When he felt worthless, he got depressed. When he got depressed, he worked slower and missed more deadlines. He felt more worthless, got more depressed, worked less diligently, and so on in a deadly downward spiral." (p. 88)
McGregor, D.
(1967).
The Professional Manager.
"Often the provision of opportunities for intrinsic rewards becomes a matter of removing restraints. Progress is rarely fast because people who have become accustomed to control through extrinsic rewards must learn new attitudes and habits before they can feel secure in accepting opportunities for intrinsic rewards at work. If there is not a fair degree of mutual trust, and some positive support, the whole idea may appear highly risky to them." (p. 14)
McGinty, S. M.
(2001).
Power talk: using language to build authority and influence.
"Surprisingly, authority can also he established by humor. The speaker who can make light of a topic demonstrates comfort in the circumstances and familiarity with the issues. The humor of the stand-up comic or the joke-of-the-week belong on late-night TV. But researchers like Robert R. Provine, professor of neurobiology and psychology at the University of Maryland, Baltimore County, who study laughter and humor in common conversation, see laughter as 'social glue,' rather than a response to something inherently funny. Laughter binds speaker and listener. Most of the time, no one is telling jokes. But within the course of a conversation, tension is reduced and connections are made with humor. This is why when the boss laughs, everybody laughs."
McDowell, R. L., & Simon W. L.
(2001).
Driving Digital: Microsoft and Its Customers Speak About Thriving in the E-Business Era.
"If you think about the traditional corporate structure, what determines who's going to be a part of the debate? Simple: the people who are allowed in the meeting room." (p. 78)
"Two issues: Can your senior executive group adjust to a culture in which folks at the most junior levels of the organization have access to all but the most highly sensitive information about the company? And can they adjust to a culture in which they will receive e-mails from those same junior level folks? Will they be open and responsive to those e-mails? Are the managers at levels between the junior sender and senior executive who receives the e-mail going to revolt at not being consulted before the message gets sent, probably not even cc'ed?" (p. 84)
McCormack, M. H.
(2001).
Never Wrestle with a Pig: and ninety other ideas to build your business and career.
"I've always taken some comfort in the belief that the stronger an idea is, the harder it is to steal.
That's because the best ideas, by definition, are so original and unique that they cannot survive without their creator. He or she is the only one who understands the concept fully, who can execute it up to its full potential, and who has a personal stake in keeping the concept going despite all the obstacles." (p. 92)
McCarthy, J.
(1995).
Dynamics of software development.
"Scapegoatism is a maladaptive, defensive reaction in which failure and other evils are magically warded off by finding someone to blame. The team will find a scapegoat instinctively as a way of preserving local functionality in spite of a deteriorating general situation." (p. 138)
Maurer, H.
(1981).
Not Working: an Oral History of the Unemployed.
"There are people in this book whose living rooms have turned into prisons without bars, and others who gleefully feel they have escaped jobs that were jails. There are people who have been broken by years of idleness, and others who have discovered emotional resources that allow them to endure—even, in a way, to triumph. In short, the men and women in this book vary enormously. Yet amid the variety there is a common feeling, stated with bitter clarity at times, only half spoken at others, and occasionally not yet formed as a thought but rather a troubled notion whispering behind the words. It is a crime that has been committed." (p. 1)