000			03369cam a2200373Ia 4500
001			9139294
005			20140911134137.0
008			110701s2011 nyua b 001 0 eng d
016	7		_a015841101 _2Uk
020			_a9780230284227
020			_a0230284221
035			_a(OCoLC)ocn713185315
035			_a(OCoLC)713185315
035			_a(NNC)9139294
040			_aBTCTA _beng _cBTCTA _dUKMGB _dYDXCP _dNLE _dBWK _dCDX _dUTO _dBWX _dOQX _dUAT
050		4	_aHF 5549.5.M3 _b.M35 2011
082	0	4	_a658.301
100	1		_aMaitland, Alison.
245	1	0	_aFuture work : _bhow businesses can adapt and thrive in the new world of work / _cAlison Maitland and Peter Thomson.
260			_aNew York, NY : _bPalgrave Macmillan , _cc2011.
300			_axiv, 178 p. : _bill. ; _c24 cm.
504			_aIncludes bibliographical references (p. 168) and index.
505	0		_aTime for change -- How work has evolved -- Turning convention on its head -- Why it makes business sense -- Leaders of the future -- Changing workplaces -- Culture is critical -- How to break free of the old model -- Putting it into practice -- Looking over the horizon.
520			_aThe way we work is overdue for change. Businesses want to increase efficiency and attract the best talent and skills. The new workforce wants a fresh deal. Aided by technology, companies now have the tools to boost output and cut costs, to give employees more freedom over how they work, and to contribute to a greener economy. But many organizations are slow to realize this. They cling to a rigid model of fixed working time and presence better suited to the industrial age than the digital age. This is bad for business. There is ample evidence that trusting people to manage their own work lives, whether individually or in teams, pays off. Organizations that measure and reward people by results, rather than hours, benefit from higher productivity, more motivated workers, better customer service, and lower costs. Future Work sets out the compelling business case for a change in organizational cultures and working practices, drawing on a unique international survey and dozens of examples of companies making the transition. It explains: Why current flexible work arrangements fail to achieve the business benefits of a wholesale shift to an autonomous work culture; Why future work requires leadership styles that play to female strengths; Why offices of the future will be meeting places rather than workplaces; How managers can help virtual teams to collaborate and ensure that technology is our servant, not our master. It takes bold leadership and a break with old habits. But future work will not wait for those who fail to grasp the opportunities now.
520	8		_aThe way we work is changing in the Internet age. The majority of the workforce, women, Generation Y, the over-50s, as well as growing numbers of men share a need for greater control and choice about where, how and when they work. This is a guide to the skills you will need and the challenges you will face in the 21st century world of work.
521			_aBSBA
650		0	_aManpower planning.
650		0	_aLabor supply _xEffect of technological innovations on.
650		0	_aTechnological innovations _xSocial aspects.
700	1		_aThomson, Peter.
942			_2lcc _cBK _kFOR
948	1		_a20111214 _bc _csl13 _dMPS
999			_c275404 _d275404