LEADER 06719nam 2200757 450 001 9910131511303321 005 20200520144314.0 010 $a1-119-04007-8 010 $a1-119-17628-X 010 $a1-119-04006-X 035 $a(CKB)3710000000444131 035 $a(EBL)1964114 035 $a(SSID)ssj0001565743 035 $a(PQKBManifestationID)16211986 035 $a(PQKBTitleCode)TC0001565743 035 $a(PQKBWorkID)14831269 035 $a(PQKB)10550072 035 $a(PQKBManifestationID)16201934 035 $a(PQKB)23533170 035 $a(DLC) 2015020410 035 $a(Au-PeEL)EBL1964114 035 $a(CaPaEBR)ebr11077285 035 $a(CaONFJC)MIL812259 035 $a(OCoLC)913784623 035 $a(CaSebORM)9781119040040 035 $a(MiAaPQ)EBC1964114 035 $a(EXLCZ)993710000000444131 100 $a20150724h20152015 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aLead the work $enavigating a world beyond employment /$fJohn Boudreau, Ravin Jesuthasan, David Creelman 205 $a1st edition 210 1$aHoboken, New Jersey :$cWiley,$d2015. 210 4$dİ2015 215 $a1 online resource (304 p.) 300 $aIncludes index. 311 $a1-119-04004-3 320 $aIncludes bibliographical references and index. 327 $aCover; Praise for Lead the Work; Title Page; Copyright; Contents; Foreword; Acknowledgments; Part One The Background; Chapter 1 Leading Work-Not Managing Employees; Work: Escaping Traditional Regular Full-Time Employment; Work Is Leaving Organizations; Talent Platforms Optimize Freelancing; Seeing a Pattern in the Pieces; Notes; Chapter 2 Free Agent World; Why Employment Evolved, and What's Evolving Next; Problems in Job Land; The Less "Regular" Full-Time Job; The Starbucks Office and the Social Acceptability of Free Agency; From Free Agent Nation to Free Agent World 327 $aThe Implications of Free Agent WorldThe Remaining Barriers to World Domination; Notes; Chapter 3 Outsourcing and Alliances; The Rise of Outsourcing; The Rise of Alliances; Notes; Chapter 4 The Talent Platforms; Upwork; Tongal; Topcoder; The Less "Regular" Full-Time Job; MTurk; Notes; Part Two The Model; Chapter 5 Leading the Work Beyond Employment: A Decision Framework; How the Framework Deciphers the Work beyond Employment: The Case of Upwork; Chapter 6 How IBM Leads the Work; IBM's Open Talent Marketplace; The Assignment Agency: Optimizing Work in a Single Unit; The Lesson of IBM; Notes 327 $aChapter 7 The Assignment: How Much to Deconstruct, Disperse, and Detach?How Small to Deconstruct?; How Widely to Disperse?; How Far from Employment to Detach?; Unlocking the Code: Applying the Three Dimensions of the Assignment; Conclusion; Notes; Chapter 8 The New Organization: Permeable, Interlinked, Collaborative, and Flexible; Organizational Form; How Easily to Permeate?; How Strongly to Interlink?; How Deeply to Collaborate?; How Extensively to Flex?; Making Decisions about the Organization: Permeate, Interlink, Collaborate, and Flex; PICF Pictured; How PICF Makes Leading the Work Easier 327 $aNotesChapter 9 The Reward: Short-Term, Individualized, and Imaginative; Navigating Rewards beyond Employment; How Short the Time Frame?; How Specifically to Individualize?; How Creatively to Imagine the Reward?; The Value of the New Rewards for Leaders, Clients, and Workers; Optimizing the Reward Dials to Lead the Work: Netflix, Foldit, and SAS; Notes; Part Three Implications; Chapter 10 Future HR Practices in Leading the Work; HR Beyond Employment: Work Engineering; The Talent Lifecycle; Planning; Attracting/Sourcing; Selecting; Deploying and Developing; Rewarding; Separating 327 $aLeading the Work by "Rewiring" HRNotes; Chapter 11 Future HR Outcomes in Leading the Work; Engagement and Culture; Leadership; Diversity and Inclusion; Performance; The New HR Professional: Leader, Architect, Engineer, and Orchestrator of a Boundaryless Global Workplace; Notes; Chapter 12 Governance and Stakeholders; A Perspective on the Future of Unions; Some Closing Thoughts on Governance and Stakeholders; Notes; Chapter 13 Nations, Citizens, and Children; The Bright Side of a World Beyond Employment; The Dark Side of a World Beyond Employment; Who Is Right, the Optimists or the Pessimists? 327 $aWhat Should We Do? 330 $a"A detailed look at the evolution of employment and its far-reaching implications Beyond Employment takes an incisive look at the evolving nature of work, and how it's affecting management and productivity at the organizational level. Where getting things done once meant assigning it to an employee, today's leaders are increasingly at risk if they fail to recognize that talent can float into and out of an organization. Long-term employment has given way to medium- or short-term employment, marking the first step in severing the bond that once fixed an individual inside an organization. Getting work done by means other than an employee was once considered a fringe event, but now leading organizations are accepting and taking advantage of the notion that talent has shown itself to be mutable. This book explores this phenomenon in detail and provides a new roadmap to help managers navigate this new environment. The workplace has undergone many changes over the years, but the emerging trend away from traditional employment represents a massive shift that has profound implications for the business model of every organization, large or small. This book describes how management is changing, and how managers must adapt to survive. Examine the dispersed organization and the changing nature of employment Learn how work is becoming impermanent and individualized Find new strategies for managing and leading Get up to speed on the decision science for the new era Workplaces evolve like biological beings; only the strong survive, and it's the competitive edge that ensures continued success. Beyond Employment describes the new landscape, and shows you how to adapt and thrive"--$cProvided by publisher. 606 $aContracting out 606 $aConsultants 606 $aSelf-employed 615 0$aContracting out. 615 0$aConsultants. 615 0$aSelf-employed. 676 $a658.3/01 686 $aBUS030000$2bisacsh 700 $aBoudreau$b John W.$0788182 702 $aJesuthasan$b Ravin$f1968- 702 $aCreelman$b David$f1957- 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910131511303321 996 $aLead the work$91926219 997 $aUNINA