Maitland / Thomson Future Work (Expanded and Updated)

Changing organizational culture for the new world of work
2. Auflage 2014
ISBN: 978-1-137-36716-7
Verlag: Palgrave Macmillan
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 251 Seiten

The way we work is overdue for change. This newly updated guide to the challenges you will face in the 21st century world of work sets out a compelling case for change in organizational cultures and working practices to boost output, cut costs, give employees more freedom over how they work and contribute to a greener economy.

Autoren/Hrsg.

Maitland, A.

Thomson, P.

Inhaltsverzeichnis

1;Cover;1
2;Title;6
3;Copyright;7
4;Dedication;8
5;Contents;10
6;List of Illustrations, Figures, Tables and Case Studies;14
7;Foreword;16
8;Authors' Preface and Acknowledgments to Second Edition;18
9;1 Time for change;21
9.1;The new workforce;23
9.2;Motivation is more than money;25
9.3;Rewarding work, not time;27
9.4;Capturing hearts, minds and wallets;30
9.5;Leadership for the future;31
9.6;Under new management;34
10;2 How work has evolved;39
10.1;A historical shift;39
10.2;Henry Ford's legacy;40
10.3;Technology is not a panacea;41
10.4;Changing expectations;44
10.5;The role of gender;46
10.6;Work and life across generations;50
10.7;Future work for all sectors;52
10.8;New types of work contract;56
10.9;In summary;59
11;3 Turning convention on its head;61
11.1;The scourge of the 'long-hours culture';63
11.2;The trouble with flexible work arrangements;64
11.3;Flexing time and place;66
11.4;Future work;68
11.5;Getting results;69
11.6;It's all about culture;72
11.7;Putting theory into practice;73
11.8;A matter of motivation;75
11.9;Autonomy at work;76
11.10;In summary;80
12;4 Why it makes business sense;82
12.1;Productivity gains;87
12.2;Cost savings;91
12.3;Improved customer response;92
12.4;Business continuity;93
12.5;Healthy, motivated people;93
12.6;Creativity and innovation;95
12.7;Saving the planet;96
12.8;In summary;99
13;5 Leaders for the new world of work;100
13.1;Can there be life at the top?;101
13.2;Gender and generational shifts;103
13.3;Finding the right 'fit': Slade Fester;106
13.4;Change in an inflexible profession: Monica Burch;107
13.5;Shared leadership: Carolyn Davidson and Tom Carter;110
13.6;Leading dispersed teams: Christel Verschaeren;112
13.7;Finding balance as a high achiever: Mike Dean;114
13.8;A wider pool of leaders: Isla Ramos Chaves;116
13.9;In summary;118
14;6 Changing workplaces;119
14.1;Does the office have a future?;119
14.2;From workplace to meeting place;122
14.3;Human and carbon footprints;126
14.4;'In between' workspaces;129
14.5;The nature of creativity;131
14.6;Breaking down resistance;133
14.7;Adapting as a leader;135
14.8;In summary;137
15;7 Culture is critical;138
15.1;Part one: organizational cultures;139
15.2;What managers say;139
15.3;Key survey findings;139
15.4;Actual versus ideal cultures;140
15.5;Tackling inertia;143
15.6;Linking culture to future work;144
15.7;Gender and leadership styles;145
15.8;Part two: national cultures;147
15.9;Future work around the world;147
15.10;Rise of the Dutch 'daddy day';150
15.11;Common ground;152
15.12;Talent in the global economy: India;153
15.13;In summary;155
16;8 Strategies for change;156
16.1;Barriers to change;158
16.2;Five TRUST principles for progress;160
16.3;What skills do managers need?;170
16.4;In summary;176
17;9 Making it happen as an organization;177
17.1;1. Trusting your people in practice;179
17.1.1;Social media: enemy or friend of the corporation?;180
17.2;2. Rewarding results in practice;182
17.3;3. Understanding the business case in practice;183
17.4;4. Starting at the top in practice;184
17.5;5. Treating people as individuals in practice;186
17.6;Addressing managers' concerns;187
17.7;In summary: principles, skills and practices;196
18;10 Making it happen yourself;199
18.1;Trust your people;200
18.2;Reward results;202
18.3;Understand the business case;205
18.4;Start at the top;207
18.5;Treat people as individuals;208
18.6;New rules for the new world of work;209
18.7;Dealing with technology overload;211
18.8;Have we gone too far, or not far enough?;212
18.9;In summary;214
19;11 Looking over the horizon;215
19.1;Cloud cover;216
19.2;Growth of the 'contingent' workforce;218
19.3;Careers change shape;221
19.4;Status and hierarchy;223
19.5;Sustainable developments;224
19.6;Conclusion;225
20;Notes;227
21;Further Reading;237
22;Index;238