Signal Quotes - page 5
And then along came Satan's Eye Itself. Television.” He laughed, as at some fatal irony. "Don't you hear the evil hum of the word, the knell of Satan? Television! It's the ruling character of your lives, like the moon must have been for Indians. An oracle, a companion, a signal of the changing seasons. But rather than divine illumination, each night it spews forth Satan's imagery. Murders, car crashes, mad policemen, perverted strangers! And you lie there decomposing in its flickering, blue-gray light, absorbing His horrid fantasies!
Lucius Shepard
Mahomed Ghoory, in the mean time returning from Ghizny, marched towards Kunowj, and engaged Jye-chund Ray, the Prince of Kunowj and Benares' This prince led his forces into the field, between Chundwar and Etawa, where he sustained a signal defeat from the vanguard of the Ghiznevide army, led by Kootbood-Deen Eibuk, and lost the whole of his baggage and elephants' He marched from thence to Benares, where, having broken the idols in above 1000 temples, he purified and consecrated the latter to the worship of the true God...'Mahomed Ghoory, following with the body of the army into the city of Benares, took possession of the country as far as the boundaries of Bengal, without opposition, and having destroyed all the idols, loaded four thousand camels with spoils.
Muhammad of Ghor
The approach that dominates organizational theory, teaching, and practice for most of the twentieth century looked at organizations from the top-down, starting with a view of the CEO as the "leader" who shapes the organization's strategy, structure, culture, and performance potential. The nature of work and the role of the workforce enter the analysis much later, after considerations of technology and organization design have been considered. However, if the key source of value in the twenty-first-century organization is to be derived from the workforce itself, an inversion of the dominant approach will be needed. The new perspective will start not at the top of the organization, but at but at the front lines, with people and the work itself - which is where value is created. Such an inversion will lead to a transformation in the management and organization of work workers, and knowledge. This transformation was signalled by McGregor, but we must go further.
Douglas McGregor