Berkun, S.
(2010).
The Myths of Innovation.
246.
Abstract
"Good managers of innovation recognize that they are in primary control over the environment, and it's up to them to create a place for talented people to do their best work." (p. 105)
Rawlins, G. J. E.
(1997).
Moths to the Flame: The Seductions of Computer Technology.
Often the computer's introduction leads to job loss, loss of job skills, and feelings of dehumanization. When a business uses computers, its employees become more interchangeable, more reliable, more controllable, and—usually—cheaper. The siren call of automation results in step-by-step changes in jobs to make them fit better into the maw of the beast. just as the industrial revolution turned artisans into factory hands, the information revolution is turning white-collar workers into machine tenders." (p. 118)
Jackall, R.
(1989).
Moral Mazes: The World of Corporate Managers.
"Given the proper assurances and assumptions, acceptance of blame can be an exercise in loyalty, although it is never without risk. But the more frequent case is when those with the power to do so foist or allow blame to fall on unwary or inexperienced underlings. They do so to cover up their own mistakes, or to extricate themselves from potentially embarrassing or politically untenable situations." (p. 86)
Tivnan, E.
(1995).
Moral Imagination.
"It is this imagination of what it is like to be humiliated, oppressed, or treated cruelly that can provide the bridge between us and our moral enemies. While we know when we are being treated cruelly or have been humiliated, it is not always so easy to recognize our cruelty to others, nor how such cruelty has affected their lives." (p. 257)
Shutt, T. B.
(2005).
Monsters, Gods, and Heroes: The Epic in Literature.
"So it's a strife here, in a way, between position—between the CEO and the top salesman; between the principal and the best teacher; between Miller Huggins, the manager, and Babe Ruth, the best baseball player who ever lived; between the person who can really do it, and the person who is in charge. Those are incommensurable excellences, and then and now they often come into conflict. So here—that is the rage within the rage, the conflict within the conflict, that Homer is interested in chronicling."
Buskirk, R. H.
(1974).
Modern Management and Machiavelli.
"The discharged employee is hopefully restrained from doing a great many things that he would like to do through fear of what it might cost him in terms of pay, good recommendations, and the law." (p. 168)
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."
Publishers, B. A.
(1990).
The Minneapolis Job Bank, 1991.
"YOU'RE FIRED!!
You are not the first and will not be the last to go through this traumatic experience. Thousands of professionals are fired every week. Remember, being fired is not a reflection on you as a person. It is usually a reflection of your company's staffing needs and its perception of your recent job performance. Share the fact with your relatives and friends. Being fired is not something of which to be ashamed....
Avoid mentioning you were fired while arranging interviews." (p. 31)