<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="6.x">Drupal-Biblio</source-app><ref-type>6</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Tim Field</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Bully in Sight: How to Predict, Resist, Challenge and Combat Workplace Bullying</style></title></titles><keywords><keyword><style  face="normal" font="default" size="100%">control</style></keyword><keyword><style  face="normal" font="default" size="100%">fear</style></keyword><keyword><style  face="normal" font="default" size="100%">quality</style></keyword><keyword><style  face="normal" font="default" size="100%">rules</style></keyword><keyword><style  face="normal" font="default" size="100%">stress</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">1996</style></year></dates><publisher><style face="normal" font="default" size="100%">Success Unlimited</style></publisher><language><style face="normal" font="default" size="100%">eng</style></language><notes><style face="normal" font="default" size="100%">&lt;span class=&quot;quote&quot; title=&quot;stress&quot;&gt;
&quot;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.&quot; (p. 174)
&lt;/span&gt;

&lt;span class=&quot;quote&quot; title=&quot;quality, rules&quot;&gt;
&quot;Perhaps I'm naive, but I've always believed that quality and care came from the heart, not from a manual. Quality is a culture, not a management technique. If one needs an instruction guide to tell one how to incorporate quality, provide service and value people, then perhaps that person should question their fitness to hold managerial responsibility in the first place. Management by manual is neither management nor delegation--it's abdication.&quot; (p. 178)
&lt;/span&gt;</style></notes></record><record><source-app name="Biblio" version="6.x">Drupal-Biblio</source-app><ref-type>6</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Gareth Morgan</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Creative Organization Theory</style></title></titles><keywords><keyword><style  face="normal" font="default" size="100%">bureaucracy</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">machine</style></keyword><keyword><style  face="normal" font="default" size="100%">mechanistic</style></keyword><keyword><style  face="normal" font="default" size="100%">rules</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">1989</style></year></dates><notes><style face="normal" font="default" size="100%">&lt;span class=&quot;quote&quot; title=&quot;bureaucracy&quot;&gt;
&quot;As we all know, bureaucracies are supposed to operate 'by the rules.' They are places where individual initiative, enterprise, and creativity are supposed to take second place--if they are permitted at all!--to the policies and procedures that have been defined or authorized by those in charge of the organization as a whole.

Weber observed that the bureaucratic approach to organization mechanized the process of administration, exactly as machines had routinized production in industry. And his writings make frequent reference to how this process of mechanization squeezes out the human dimension.&quot; (p. 49)
&lt;/span&gt;</style></notes></record><record><source-app name="Biblio" version="6.x">Drupal-Biblio</source-app><ref-type>6</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">William L. White</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Incestuous Workplace: Stress and Distress in the Organizational Family</style></title></titles><keywords><keyword><style  face="normal" font="default" size="100%">activism</style></keyword><keyword><style  face="normal" font="default" size="100%">loyalty</style></keyword><keyword><style  face="normal" font="default" size="100%">respect</style></keyword><keyword><style  face="normal" font="default" size="100%">rules</style></keyword><keyword><style  face="normal" font="default" size="100%">stress</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">1997</style></year></dates><publisher><style face="normal" font="default" size="100%">Hazelden</style></publisher><language><style face="normal" font="default" size="100%">eng</style></language><notes><style face="normal" font="default" size="100%">&lt;span class=&quot;quote&quot; title=&quot;rules&quot;&gt;
&quot;'The last act of a dying organization is a thicker rule book.' The need for rules to control staff members marks a dramatic change in mutual respect, loyalty, and the esprit de corps that characterized earlier stages of organizational life.&quot; (p. 72)
&lt;/span&gt;

&lt;span class=&quot;quote&quot; title=&quot;activism&quot;&gt;
&quot;One of the most important weapons of the organizational activist is the power to ask the right question at the right time. There are activists who make statements critical of an organization and who propose specific policies or actions, but such strategies often provoke resistance. Confronting an organization often comes out of our own ego needs and usually excites an equally ego-centered response from those who feel responsible for what we are confronting. Another strategy is to ask questions rather than make statements. There are, of course, questions that are in fact statements. Socrates was sentenced to die for posing such indicting questions...&quot; (p. 206)
&lt;/span&gt;</style></notes></record><record><source-app name="Biblio" version="6.x">Drupal-Biblio</source-app><ref-type>6</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Manfred KetsDeVries</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Organizations on the Couch: Clinical Perspectives on Organizational Behavior and Change</style></title></titles><keywords><keyword><style  face="normal" font="default" size="100%">accomplishment</style></keyword><keyword><style  face="normal" font="default" size="100%">bureaucracy</style></keyword><keyword><style  face="normal" font="default" size="100%">leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">meaning</style></keyword><keyword><style  face="normal" font="default" size="100%">quality</style></keyword><keyword><style  face="normal" font="default" size="100%">rules</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">1991</style></year></dates><publisher><style face="normal" font="default" size="100%">Jossey Bass Business and Management Series, Jossey-Bass, Inc. Pub</style></publisher><language><style face="normal" font="default" size="100%">eng</style></language><notes><style face="normal" font="default" size="100%">&lt;span class=&quot;quote&quot; title=&quot;bureaucracy&quot;&gt;
&quot;The institutionalized work group accomplishes work in a routine and rational fashion. Procedure, rules, and regulations may take priority over quality of work, substance of product and service, and overall meaning and purpose of task accomplishment. Intra- and interorganizational boundaries are often rigid and inflexible. Bureaucratic administration replaces leadership.&quot; (p. 204)
&lt;/span&gt;</style></notes></record><record><source-app name="Biblio" version="6.x">Drupal-Biblio</source-app><ref-type>6</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Harvey Mackay</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Pushing the Envelope: All the Way to the Top</style></title></titles><keywords><keyword><style  face="normal" font="default" size="100%">culture</style></keyword><keyword><style  face="normal" font="default" size="100%">ROWE</style></keyword><keyword><style  face="normal" font="default" size="100%">rules</style></keyword><keyword><style  face="normal" font="default" size="100%">time</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">1998</style></year></dates><publisher><style face="normal" font="default" size="100%">Ballantine Books</style></publisher><language><style face="normal" font="default" size="100%">eng</style></language><notes><style face="normal" font="default" size="100%">&lt;span class=&quot;quote&quot; title=&quot;ROWE&quot;&gt;
&quot;Today, the numbers the phone company cares about are not on the clock but in the sales quotas. Salespeople can spend their working lives any way they care to, just so long as they hit their sales marks.&quot; (p. 295)
&lt;/span&gt;
&lt;span class=&quot;quote&quot; title=&quot;rules&quot;&gt;
&quot;More victims of technological change: As the old rules have vanished so have the people who have been enforcing them. The middle managers, the guardians of corporate culture, who checked out your wing tips and made sure you were at your desk on time, aren't needed anymore. The rules they enforced don't contribute to the bottom line. And corporate cultures don't mean much in an environment where the employee or even the corporation itself may disappear tomorrow.&quot; (p. 295)
&lt;/span&gt;</style></notes></record><record><source-app name="Biblio" version="6.x">Drupal-Biblio</source-app><ref-type>6</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Geoffrey C. Bowker</style></author><author><style face="normal" font="default" size="100%">Susan Leigh Star</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Sorting Things Out: Classification and Its Consequences</style></title></titles><keywords><keyword><style  face="normal" font="default" size="100%">bureaucracy</style></keyword><keyword><style  face="normal" font="default" size="100%">confinement</style></keyword><keyword><style  face="normal" font="default" size="100%">conflict</style></keyword><keyword><style  face="normal" font="default" size="100%">politics</style></keyword><keyword><style  face="normal" font="default" size="100%">rules</style></keyword><keyword><style  face="normal" font="default" size="100%">technology</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2000</style></year></dates><publisher><style face="normal" font="default" size="100%">The MIT Press</style></publisher><language><style face="normal" font="default" size="100%">eng</style></language><notes><style face="normal" font="default" size="100%">&lt;span class=&quot;quote&quot; title=&quot;technology, rules&quot;&gt;
&quot;Information technology operates through a series of displacements, from action to representation, from the politics of conflict to the invisible politics of forms and bureaucracy. Decades ago, Max Weber wrote of the iron cage of bureaucracy. Modern humans, he posited, are constrained at every juncture from true freedom of action by a set of rules of our own making. Some of these rules are formal, most are not. Information infrastructure adds another level of depth to the iron cage. In its layers, and in its complex interdependencies, it is a gossamer web with iron at its core.&quot; (p. 320)
&lt;/span&gt;</style></notes></record><record><source-app name="Biblio" version="6.x">Drupal-Biblio</source-app><ref-type>6</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Francis Fukuyama</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Trust: The Social Virtues and the Creation of Prosperity</style></title></titles><keywords><keyword><style  face="normal" font="default" size="100%">autonomy</style></keyword><keyword><style  face="normal" font="default" size="100%">flexibility</style></keyword><keyword><style  face="normal" font="default" size="100%">rules</style></keyword><keyword><style  face="normal" font="default" size="100%">trust</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">1995</style></year></dates><publisher><style face="normal" font="default" size="100%">FREE PRESS</style></publisher><language><style face="normal" font="default" size="100%">eng</style></language><notes><style face="normal" font="default" size="100%">&lt;span class=&quot;quote&quot; title=&quot;rules, autonomy&quot;&gt;
&quot;Workers whose work rules were not rigidly defined but were instead allowed to make their own decisions about the production process turned out to be both more productive and better satisfied with their jobs. Workers under these conditions showed considerable interest in helping one another and created their own system of leaders and mutual support if left to themselves.&quot; (p. 230)
&lt;/span&gt;</style></notes></record><record><source-app name="Biblio" version="6.x">Drupal-Biblio</source-app><ref-type>6</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Harvey Mackay</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">We Got Fired!: . . . And It's the Best Thing That Ever Happened to Us</style></title></titles><keywords><keyword><style  face="normal" font="default" size="100%">rules</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2004</style></year></dates><publisher><style face="normal" font="default" size="100%">Ballantine Books</style></publisher><language><style face="normal" font="default" size="100%">eng</style></language><notes><style face="normal" font="default" size="100%">&lt;span class=&quot;quote&quot; title=&quot;rules&quot;&gt;
&quot;If I have one piece of advice to young people, it's to break rules. Let's first assume you are delivering way more than what is expected of you. You have to do much more than the expected to compete today, because there are plenty of people out there happy to do the minimum. If you are already overdelivering, and breaking a rule will help you deliver more, then go ahead. Ask yourself a question: Will breaking a rule really help everyone out, not just myself? Is the answer yes? Then go ahead and break the rule. I'm not talking about doing anything criminal or unethical. I mean not following some stupid policy or convention. You'll have more fun and everyone will learn more. Most of all, you'll &lt;em&gt;deliver&lt;/em&gt; more.&quot; (p. 264)
&lt;/span&gt;</style></notes></record><record><source-app name="Biblio" version="6.x">Drupal-Biblio</source-app><ref-type>6</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Louis Gerstner</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change</style></title></titles><keywords><keyword><style  face="normal" font="default" size="100%">behavior</style></keyword><keyword><style  face="normal" font="default" size="100%">rules</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2004</style></year></dates><publisher><style face="normal" font="default" size="100%">HarperBusiness</style></publisher><language><style face="normal" font="default" size="100%">eng</style></language><notes><style face="normal" font="default" size="100%">&lt;span class=&quot;quote&quot; title=&quot;rules&quot;&gt;
&quot;This codification, this rigor mortis that sets in around values and behaviors, is a problem unique to--and often devastating for--successful enterprises.&quot; (p, 185)
&lt;/span&gt;</style></notes></record><record><source-app name="Biblio" version="6.x">Drupal-Biblio</source-app><ref-type>6</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Cali Ressler</style></author><author><style face="normal" font="default" size="100%">Jody Thompson</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Why Work Sucks and How to Fix It: No Schedules, No Meetings, No Joke–the Simple Change That Can Make Your Job Terrific</style></title></titles><keywords><keyword><style  face="normal" font="default" size="100%">busyness</style></keyword><keyword><style  face="normal" font="default" size="100%">control</style></keyword><keyword><style  face="normal" font="default" size="100%">flexibility</style></keyword><keyword><style  face="normal" font="default" size="100%">freedom</style></keyword><keyword><style  face="normal" font="default" size="100%">individuality</style></keyword><keyword><style  face="normal" font="default" size="100%">motivation</style></keyword><keyword><style  face="normal" font="default" size="100%">ROWE</style></keyword><keyword><style  face="normal" font="default" size="100%">rules</style></keyword><keyword><style  face="normal" font="default" size="100%">stress</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2008</style></year></dates><publisher><style face="normal" font="default" size="100%">Portfolio Hardcover</style></publisher><language><style face="normal" font="default" size="100%">eng</style></language><notes><style face="normal" font="default" size="100%">&lt;span class=&quot;quote&quot; title=&quot;control&quot;&gt;
&quot;You're stuck in a cube with a desktop computer and a phone with a cord so you can be there in person should your manager walk over to check up on whether or not you're working. The game becomes looking busy instead of working hard and solving problems and contributing. It's a game no one wins. You lose your freedom, your motivation, your soul, and in exchange for control over your life, your company gets little more than a show of work.&quot; (p. 28)&lt;/span&gt;

&lt;span class=&quot;quote&quot; title=&quot;stress&quot;&gt;
&quot;And we bet you could find a lot of people who might wonder how much longer we can go on like this. At this level of stress. In this toxic atmosphere.&quot; (p. 16)&lt;/span&gt;

&lt;span class=&quot;quote&quot; title=&quot;individuality&quot;&gt;
&quot;In a ROWE you no longer judge people based on their work style. You no longer assume everyone learns and processes information the same way. In a ROWE you put people and their skills first and the job second. As long as the work is getting done you don't worry about how (provided that people are still behaving in a legal and ethical manner and one that is in keeping with your company's values). You no longer judge individual work styles.&quot; (p. 119)
&lt;/span&gt;

&lt;span class=&quot;quote&quot; title=&quot;rules&quot;&gt;
&quot;There are no answers in the employee handbook.
The only solution is to change the game entirely.&quot; (p. 3)
&lt;/span&gt;

&lt;span class=&quot;quote&quot; title=&quot;ROWE&quot;&gt;
&quot;We're starting a movement that will reshape the way many things in this country, and across the world, get done. We're offering not a new way of working, but a new way of living. This new way of living is based on the radical idea that you're an adult. It's based on the radical idea that that even though you owe your company your best work,  you do not owe them your time or your life.&quot; (p. 3)
&lt;/span&gt;</style></notes></record></records></xml>