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)
Marrone, J., & Golowka E.
(1999).
If work makes people with mental illness sick, what do unemployment, poverty, and social isolation cause?.
Psychiatric Rehabilitation Journal. 23(2),
Abstract
"In fact, the change from the role of patient or client to a new role as worker in society is fragile at best. The journey to employment requires a more sensitive approach from all involved individuals (the worker, the professionals, family, and friends) to the extent that everyone can successfully leverage the potential and ability of the worker with an appreciation of the limitations that are part of the illness."
Homer, & Fagles R.
(1990).
The Iliad.
712.
Abstract
"Rage—Goddess, sing the rage of Peleus' son Achilles, murderous, doomed, that cost the Achaeans countless losses, hurling down to the House of Death so many sturdy souls, great fighters' souls, but made their bodies carrion, feasts for the dogs and birds, and the will of Zeus was moving towards its end. Begin, Muse, when the two first broke and clashed, Agamemnon lord of men and brilliant Achilles."
Morgan, G.
(1986).
Images of Organization.
"History may well judge that Taylor came before his time. His principles of scientific management make superb sense for organizing production when robots rather than human beings are the main productive force, when organizations can truly become machines." (p. 33)
Morgan, G.
(1998).
Images of Organization: The Executive Edition.
"The groupthink phenomenon has been reproduced in thousands of decision-making situations in organizations of all kinds. It may seem overly dramatic to describe the phenomenon as reflecting a kind of psychic prison. Many people would prefer to describe it through the culture metaphor, seeing the pathologies described in all the above examples as the product of particular cultural beliefs and norms. But there is great merit in recognizing the prison-like qualities of culture." (p. 186)
Williamson, M., & Secretan L.
(2000).
Imagine : what America could be in the 21st century : visions of a better future from leading American thinkers.
"People want it all. They feel, quite understandably, that is is their birthright. They want the fast life of converging technology, global roaming, rising opportunities, adrenaline-pumping challenges, and life at Web speed—and they want to spend time with their families and friends, meditate, keep fit, relax, and play. It's not about work/life balance; it's about the complete integration of work and life, a holistic, seamless fit between these two and every other aspect of life. The new-story leader encourages employees to engage their creative juices while they are walking along a beach, or to shop for groceries online while they are at work and not be self-conscious—indeed, to be unaware of the difference. Life is whole, not seperated into two solitudes called 'work' and 'life'. " (p. 129)
Cummings, T. G., & Molloy E. S.
(1977).
Improving Productivity and the Quality of Work Life.
Report on a workplace study authored in 1972:
"The man doing the job is the one to say what time is likely to be wasted. Also, the man who not is pressed, rushed into missing breakfast, or subjected to a guilty conscience by being late is far more likely to really contribute to a team's performance.
Finally, it says, 'Flexible working is something that will inevitably be adopted in the future, and management have the choice of leading towards a situation which they have helped create, or being compelled to accept something not to their liking.'"
Godin, S.
(2003).
In Praise of the Purple Cow.
"Tom Peters took the first whack with The Pursuit of Wow, a visionary book that described why the only products with a future are those created by passionate people." (p. 5)
Zuboff, S.
(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)