Assertiveness
See p. 506 in the book.

One of the challenges that many at work face is how to deal with other people, and how to express needs and views without being passive (where we quickly back down) or aggressive (where we end up getting angry on aggressive with others). Being assertive is a way of expressing your needs but also respecting others – looking for balance or win-win rather than trying to push your view on others. It is a difficult skill to achieve and requires the ability to express your own needs and also understand others’. It therefore involves fairness and strength. Take these quizzes as a way of beginning to understand your own level of assertiveness and considering how you can develop in this regard:
http://stress.about.com/library/assertiveness_quiz/bl_assertiveness_quiz.htm?questnum=2&aa=3800&bb=2850&cc=2850&dd=1427&ee=1425&ff=950
http://www.teamtechnology.co.uk/assertiveness/how-to-be-more-assertive-part1.html

Examples of Office Politics
See p. 504 in the book.

Office politics is a key everyday feature of organizational life, but people tend not to broadcast their involvement in it. However, office politics is discussed on the advice pages of business magazines and websites like the following. These websites provide some really interesting insights into difficulties that readers have posted and the advice that the experts and other readers offer:
www.officepolitics.com
http://www.guardian.co.uk/money/series/dearjeremy

Office Politics – an academic view

See p. 504 in the book.

This website contains an interview with Professor Andrew Kakabadse, of Cranfield University. In it he provides an account of governmental politics and also within the boardroom. Professor Kakabadse claims that conflict in the boardroom is very common. He states that what is presented in the press about what goes on in the boardroom is significantly different from the realities of practice. He lays out some of the reasons for the challenges and conflict, including struggle over power and status, and also personality clashes. Finally, he also presents some options for how to deal with board level conflict.
http://www.som.cranfield.ac.uk/som/p15641/Knowledge-Interchange/Hot-Topics/Leadership/Conflict-in-the-Boardroom

Images of the Panopticon
See p. 521 in the book.

The following images are examples of the type of prison which Jeremy Bentham visualized. What is notable is that they enable the guard in the tower at the centre to be able to see every prisoner. The individual cells are constructed in such a way that there is no hiding place, with glass at the front and the back so every movement of the prisoner can always be seen:
https://www.digitalpanopticon.org/http://www.utilitarianism.com/panopticon.html
http://www.biomapping.net/essay.htm

Ban the boss
See p. 527 in the book.

These web links cover the very interesting story of academic and consultant Dr Paul Thomas as he seeks to offer a ‘revolutionary’ approach to management thinking. Instead of a focus on top management, he tries to enable the workers to gain more responsibility:
http://news.bbc.co.uk/local/southeastwales/hi/tv_and_radio/newsid_8560000/8560871.stm
https://www.youtube.com/watch?v=XTKDK7vncFQ