Hornstein, H. A.
(1996).
Brutal Bosses and Their Prey.
"Bosses can make or break your day, your month, your year, your career. They have the power to ease or intensify adverse reactions to normal organizational stress. Empirical evidence broadcasts a consistent message: People reporting to more considerate bosses are less likely to suffer the ravages of burnout and more likely to experience work satisfaction than those reporting to less considerate bosses. In fact, as an innoculation against burnout, respect from a boss offers more protection than salary. Conversely, there is solid evidence that working for unsupportive bosses is associated with higher levels of anxiety, depression, and even heart disease." (p. 69)
Field, T.
(1996).
Bully in Sight: How to Predict, Resist, Challenge and Combat Workplace Bullying.
"Stress can be defined, albeit rather vaguely, as any form of physical, emotional, or psychological pressure, and its endemic presence in the modern workplace probably owes much to insecurity and coercion.
An alternative view of stress is a consequence of the degree to which people feel they lack control of themselves, their situation, and their life. If a person feels they cannot influence or control events in their life, they will feel anxious, and hence feel insecure and afraid." (p. 174)
Bly, C.
(1996).
Changing the Bully Who Rules the World: Reading and Thinking about Ethics.
"We serious readers like to meditate upon villainy when we find it in life or in books. Such meditating makes us feel philosophical. Helping professionals are less peaceable. They think of human cruelty as something to study with the unswerving goal of getting rid of it. They interest themselves with, among other subjects, a spectacular specialty of villainy that would have made the poet Tom McGrath prick up his ears—that is, the villainous cunning by which a few human beings condition whole enclaves of other human beings dutifully to commit large-scale cruelty. They regard cruelty the way physicians regard a bacterium or a virus: first, they identify it as fast as they can—get its measure, so to speak, figure out its lifestyle and habitat of choice—and then second, they devise for it the most hostile environment that their technical prowess can invent. We would be furious if our doctor looked into our sore throat, drew back, and then cried out, 'How utterly fascinating! How extraordinary, really, the way those germs writhe and thrive in the host's dark vault of throat!' We want the doctor to be a confrontational agent of change, not an aesthete. If our doctor won't get rid of those squatters we'll find another doctor who will." (p. xxii)
Adams, S.
(1996).
Dogbert's Top Secret Management Handbook.
"Lying isn't a good idea in nonwork situations because bad things can happen if you get caught. But when you're dealing with employees, they have few retaliatory options as long as you keep the supply cabinet locked. And if you lose their trust, you can always use fear and intimidation to get the same results. There's no real risk." (sec. 1.13)
Gordon, D. M.
(1996).
Fat and Mean: The Corporate Squeeze of Working Americans and the Myth of Managerial "Downsizing".
"Part of the problem with the emergence of the 'disposable' worker is that the potential advantages of true 'flexiblity' at work have been compromised. Employers can benefit from some leeway in how they schedule their workforce. And many employees, especially those with children, can benefit from choice and discretion in scheduling their own working time. But disposability is not flexibility. As a result of recent trends, part-time and more contingent work is becoming a sentence, not an opportunity. Workers are losing rights, choice, and benefits." (p. 246)
Whyte, D.
(1996).
The Heart Aroused : Poetry and the Preservation of the Soul in Corporate America.
"Corporations, for their part, have been engaged in a willful battle against the very grain of existence. Like the good Dutch boy with his finger in the dike, they have spent enormous amounts of energy putting in place systems that attempt to hold back the shifting, oceanic qualities of existence. The complexity of the world could be accounted for, they fervently hoped, by a simple increase in the thickness of the company manual." (p. 10)
Kao, J. J.
(1996).
Jamming: The Art and Discipline of Business Creativity.
"To provide the 'glue' that encourages loyalty, Bain makes its proprietary computer database available to its alumni and alumnae, who are free to roam the company's virtual spaces in search of information on companies, contacts, business intelligence, and new methodologies. It underscores the belief that once employed by the firm, you are always considered part of the family, and that its responsibility to you extends beyond the term of employment." (p. 127)