Morale In The Workplace Quotes

Boundaries help you perform your best when you’re on the clock, and they help you recharge effectively when you’re not. They improve your mental and physical health; create a culture of respect and trust; keep morale, motivation, and loyalty high; and prevent good employees (like you) from burning out—because burnout is very, very real even if you’re doing a job you love. When employees are feeling energized, respected, and valued, it has a positive impact on their productivity, creativity, and the results they achieve for the business. Remember that the next time you’re tempted to feel guilty for setting a boundary at work—you’re a true team player because you’re helping to create a workplace culture in which everyone thrives.

OUR WORKPLACE As you enter this place of work please choose to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful. Find ways to play. We can be serious about our work without being serious about ourselves. Stay focused in order to be there when your customers and team members most need you. And should you feel your energy lapsing, try this surefire remedy: Find someone who needs a helping hand, a word of support, or a good ear—and make their day.

Sex workers are the original feminists. Often seen as merely subject to others' whims, in fact, sex workers have shaped and contributed to social movements across the world. In medieval Europe, brother workers formed guilds and occasionally engaged in strikes or street protests in response to crackdowns, workplace closures, or unacceptable working conditions. Fifteenth-century prostitutes, arraigned before city councils in Bavaria, asserted that their activities constituted work rather than a sin. One prostitute (under the pseudonym Another Unfortunate) wrote to the Times of London in 1859 to state, "I conduct myself prudently, and defy you and your policemen too Why stand you there mouthing with sleek face about morality? What is morality?

these models are constructed not just from data but from the choices we make about which data to pay attention to—and which to leave out. Those choices are not just about logistics, profits, and efficiency. They are fundamentally moral. If we back away from them and treat mathematical models as a neutral and inevitable force, like the weather or the tides, we abdicate our responsibility. And the result, as we’ve seen, is WMDs that treat us like machine parts in the workplace, that blackball employees and feast on inequities. We must come together to police these WMDs, to tame and disarm them. My hope is that they’ll be remembered, like the deadly coal mines of a century ago, as relics of the early days of this new revolution, before we learned how to bring fairness and accountability to the age of data. Math deserves much better than WMDs, and democracy does too.

while the impact of social class, ethnicity, and religious socialization on marital choice has been diminishing, educational homogamy has been increasing.35 In general, the college-educated population (which encompasses the upper-middle class as defined in the present study) continues to show a high degree of similarity in its cultural practices and attitudes over a wide range of areas.36 The fact that a college degree remains the best predictor of high occupational status suggests that the boundaries that this population builds between itself and others are particularly significant.37 These boundaries are likely to be more permanent, less crossable, and less resisted than the boundaries that exist between ethnic groups, for instance. They are also more likely to survive across contexts, i.e., to be carried over from the community to the workplace, and vice versa. We see again, therefore, the importance of studying in a systematic fashion the boundaries produced by college-educated people.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

Sin makes our armor vulnerable to attack from Satan, who then gains permission from God to attack us in the area where we have failed to uphold righteousness. If we break down in moral purity, Satan comes in and establishes a stronghold. If we give place to bitterness and unwillingness to forgive, we break fellowship with God and others. If we become money-focused, we fall into greed and deception. Sin is a vicious cycle that leaves us weak and vulnerable to ever more sin.

Every time you open your mouth, you influence the culture of the workplace. You have the opportunity to change and improve employee morale, engagement, and productivity. You can affirm worth and potential by providing encouragement and showing support for your people. You can ignite a fire within people. To

Many mistakenly think that remaining silent until finding another job is the safest and least costly approach, only to find out once at a new job, that the same old game starts all over again. The reason for this is simple: there is no escape. The issue is not about a specific company or corporation, even though it is true that some of them are much more oppressive and unbearable than others. The reason why changing employers never solves the problem is because the problem is systematic, structural, and indeed cultural. The fact that this reality of toxic workplaces has been tolerated for so long has turned it into a normalized and acceptable culture. It is very dangerous when anything becomes an accepted culture or norm. This point is crucial to ponder if we want to resist and change this unhealthy culture. The toxicity of many workplaces in America has been so normalized that people do not even question them anymore. Also, predictably, over time, things normalized become moralized. By moralized I mean that this toxicity is now considered as a moral way of earning one’s living, despite much evidence that it’s at once unhealthy and demoralizing. It is considered moral to work hard to earn your living, and it has become accepted that work is simply what it is and there is nothing you can do about it.

The relationship between nurturance and moral self-interest can be seen most clearly in nurturant forms of business practice. It involves the humane treatment of employees, the creation of a safe and humane workplace, social and ecological responsibility, fairness in hiring and promotion, the building of a work community, the development of excellent communication between employees and management and between the company and its customers, opportunities for employee self-development, a positive role in the larger community, scrupulous honesty, a regard for one’s customers and for the public, and excellent customer service. Policies such as these have increased the productivity and success of many businesses. They are models of how Nurturant Parent morality can function to help businesses be successful and to allow owners, investors, and employees to seek their self-interest within this moral system. Moral

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

In 1971, Congress had approved the Comprehensive Child Development Act, which would have provided child care on a sliding fee scale to working parents as a matter of right. However, President Richard Nixon vetoed it, saying it would commit “the vast moral authority of the national government to the side of communal approaches to childrearing over against [sic] the family-centered approach.” At the same time, the mainstream media were spreading the feminist message in the public arena.

Every time you open your mouth, you influence the culture of the workplace. You have the opportunity to change and improve employee morale, engagement, and productivity. You can affirm worth and potential by providing encouragement and showing support for your people. You can ignite a fire within people.

Working in dysfunctional companies was an excruciating experience.

My call to action goes well beyond asking you to pressure your recruiting team to hire a couple of token employees. That's easy and you've been doing that for years. My call to action is that you dig deeper and place focus on making the work environment sustainable for the minorities you introduce to your team. I'm challenging you to refrain from the habitual practice of listening only to the jaded opinions of people that you are more familiar with. Consider that, although you may be under the impression that your employees have strong ethics, morals and values, there is a possibility that they mat not be telling you the entire truth when speaking about the performance or demeanor of minorities. Furthermore, I challenge you to accept that racism, ageism, ableism, classism, sizeism, homophobia, etc., are real and shaping the semblance of your organization. Accepting that fact does not mean that people you work with and trust are bad people. It simply means that many of them are naïve, fearful, and more comfortable with pointing fingers at the innocent than they are with facing and addressing their own unconscious and damaging biases.

Middle managers sit at a curious intersection of power; they are a significant factor in employee morale (Glusker et al., 2022; Kennedy & Garewal, 2020), yet relatively powerless to effect meaningful organ- izational change beyond their unit. Middle managers are subject to undermining from every level in academic libraries, whether from peer managers establishing their turf, from unhappy or ambitious direct reports, or from senior leaders that use shakeups or austerity measures as a way to establish power and demonstrate innov- ation and impact to campus leaders. Chapter 7

Christmas was approaching and I asked my Ivy League employer if I could use the company funds to buy the team something for Christmas to boost their moral. They refused my request.

Work hard, my friend, so you could afford some dignity! Work hard, not to be rich, but to be self-sufficient, so that you could refuse a well-paid job on moral grounds.

[T]o look back on our life and also to discover something that can no longer be made good: the squandering of our youth when our educators failed to employ those eager, hot and thirsty years to lead us towards knowledge of things but used them for a so-called 'classical education'! The squandering of our youth when we had a meagre knowledge of the Greeks and Romans and their languages drummed into us in a way as clumsy as it was painful and one contrary to the supreme principle of all education, that one should offer food only to him who hungers for it ! When we had mathematics and physics forced upon us instead of our being led into despair at our ignorance and having our little daily life, our activities, and all that went on at home, in the work-place, in the sky, in the countryside from morn to night, reduced to thousands of problems, to annoying, mortifying, irritating problems so as to show us that we needed a knowledge of mathematics and mechanics, and then to teach us our first delight in science through showing us the absolute consistency of this knowledge! If only we had been taught to revere these sciences, if only our souls had even once been made to tremble at the way in which the great men of the past had struggled and been defeated and had struggled anew, at the martyrdom which constitutes the history of rigorous science! What we felt instead was the breath of a certain disdain for the actual sciences in favour of history, of 'formal education' and of 'the classics'! And we let ourselves be deceived so easily! Formal education! Could we not have pointed to the finest teachers at our grammar schools, laughed at them and asked: 'are they the products of formal education? And if not, how can they teach it?' And the classics! Did we learn anything of that which these same ancients taught their young people? Did we learn to speak or write as they did? Did we practise unceasingly the fencing-art of conversation, dialectics? Did we learn to move as beautifully and proudly as they did, to wrestle, to throw, to box as they did? Did we learn anything of the asceticism practised by all Greek philosophers? Were we trained in a single one of the antique virtues and in the manner in which the ancients practised it? Was all reflection on morality not utterly lacking in our education not to speak of the only possible critique of morality, a brave and rigorous attempt to live in this or that morality? Was there ever aroused in us any feeling that the ancients regarded more highly than the moderns? Were we ever shown the divisions of the day and of life, and goals beyond life, in the spirit of antiquity? Did we learn even the ancient languages in the way we learn those of living nations namely, so as to speak them with ease and fluency? Not one real piece of ability, of new capacity, out of years of effort! Only a knowledge of what men were once capable of knowing!

Janitorial cleaning has many benefits for businesses. By keeping your office or business clean, you can improve the health and safety of your employees and the appearance of your property. This blog post will discuss some of the top benefits of janitorial cleaning and how it can improve your business! What is Janitorial Cleaning? Janitorial cleaning is a professional cleaning typically performed by janitors or professional cleaners. This cleaning can involve everything from sweeping and mopping floors to cleaning bathrooms and kitchens. Businesses often hire janitorial cleaning services to keep their properties clean regularly. The Benefits of Janitorial Cleaning: Many benefits come along with janitorial cleaning, both for businesses and employees. Some of the top benefits include: Improved health and safety: One of the essential benefits of janitorial cleaning is enhanced health and safety for employees. Keeping your office or business clean can help prevent the spread of illness-causing bacteria and viruses. In addition, janitorial cleaning can help reduce the risk of slips, trips, and falls by keeping floors clean and free of debris. Improved appearance: Another benefit of janitorial cleaning is improved appearance. First impressions are essential; a clean office or business can make a good impression on customers, clients, and other visitors. A well-maintained property can also reflect positively on your company’s brand. Increased productivity: Janitorial cleaning can also lead to increased productivity in the workplace. Employees working in a clean and orderly environment tend to be more productive and efficient. Studies have shown that employees who work in clean offices are up to 15% more effective than those who work in cluttered or messy environments. Improved morale: Finally, janitorial cleaning can also improve employee morale. When employees feel good about their working environment, they are more likely to be happy and satisfied with their jobs. This, in turn, can lead to increased productivity and loyalty to your company. As you can see, many benefits come along with janitorial cleaning. If you want to improve your business, janitorial cleaning is a great place to start! Contact us at 954-341-4141 for more inforamtion.

Varies from repetitive disputes to toxic competitions, The Clash of Channels affects the company strategic growth, so rather than growing together as a team, teams members dilute the growth journey by personalizing outputs & focusing on the wrong things, withholding information, imposing their insecurities & surely bringing down workplace moral/ culture

workplaces are primarily instrumental, calculative settings largely free of moral sentiments and even normative constraints.

THE BEST PLACES TO WORK HAVE IT. THE HIGHEST-PERFORMING teams benefit from it. Because of it, individuals thrive professionally and personally—and teams and organizations flourish in our new economy. The “it” I’m referring to? The climate of your workplace. The feeling. The mood. “It” is the chemistry of how you, your team, and your organization work together. The way your workplace “feels” has a tremendous influence on people’s experience, morale, and performance. People thrive in a climate where they feel valued, where they know their contributions are meaningful, and where their core values are closely aligned with the values and character of their employer. Where they don’t feel valued, meaningful, and aligned . . . they just do their jobs. And today, in a world where opportunities to stand out are everywhere and the next killer idea can come from anywhere, “just doing our jobs” isn’t good enough.

She is only pretending not to know the baby’s name. She knows perfectly well that it is Lily. Sophie looks back at her computer screen. When Thomas called she had been in the middle of writing a memo to the Morale Committee. So far she has a heading: This is how she always cheerily begins her memos to the Morale Committee. She dislikes the Morale Committee because it is a ridiculous concept (in place before she started) and its members are all so relentlessly upbeat and self-righteously whiny about the need to have more ‘fun in the workplace’. But it would not do for the Human Resources Director to disband the Morale Committee. Morale would surely plummet without the Morale Committee! She types:  COMMITTEE MEMBERS! IT’S TIME TO PUT YOUR THINKING CAPS ON!  Then she types: GET A LIFE YOU LOSERS.

I wish I could say I rushed back and confronted George to get his side of the story. I wish I could say I stood up to Vic and insisted that George be given a translator and allowed to defend himself or announced that I'd find a lawyer who'd handle the case pro bono. At the very least I should have testified as to the kid's honesty. The mystery to me is that there's not much worth stealing in the dry-storage room, at least not in any fenceable quantity: "Is Gyorgi here, and am having 200- maybe 250-catsup packets. What do you say?" My guess is that he had taken- if he had taken anything at all-some Saltines or a can of cherry pie mix and that the motive for taking it was hunger. So why didn't I intervene? Certainly not because I was held back by the kind of moral paralysis that can mask as journalistic objectivity. On the contrary, something new-something loathsome and servile-had infected me, along with the kitchen odors that I could still sniff on my bra when I finally undressed at night. In real life I am moderately brave, but plenty of brave people shed their courage in POW camps, and maybe something similar goes on in the infinitely more congenial milieu of the low-wage American workplace. Maybe, in a month or two more at Jerry's, I might have regained my crusading spirit. Then again, in a month or two I might have turned into a different person altogether - say, the kind of person who would have turned George in.

I believe that the use of such words as multitask, access, interface, download, and others to describe human activity versus machine activity is one of the subtle ancillary aspects of the high-tech workplace that contributes to the further dehumanization of that workplace.