Download Future Work: How Businesses Can Adapt and Thrive in the New by Alison Maitland PDF

By Alison Maitland

ISBN-10: 0230354041

ISBN-13: 9780230354043

ISBN-10: 1349329371

ISBN-13: 9781349329373

The means we paintings is past due for switch. companies are looking to elevate potency and allure the easiest expertise and talents. the recent team desires a clean deal. Aided via expertise, businesses now have the instruments to spice up output and minimize charges, to provide staff extra freedom over how they paintings, and to give a contribution to a greener economy.

But many companies are gradual to achieve this. They hang to a inflexible version of mounted operating time and presence higher suited for the commercial age than the electronic age.

This is undesirable for company. there's considerable proof that trusting humans to control their very own paintings lives, no matter if separately or in groups, will pay off. corporations that degree and present humans via effects, instead of hours, take advantage of better productiveness, extra inspired staff, larger customer support, and decrease costs.

Future Work units out the compelling company case for a metamorphosis in organizational cultures and dealing practices, drawing on a different foreign survey and dozens of examples of leading edge businesses making the transition. It explains:
• Why present versatile paintings preparations fail to accomplish the enterprise advantages of a wholesale shift to an independent paintings culture
• Why destiny paintings calls for management types that play to girl strengths
• Why places of work of the long run might be assembly areas instead of workplaces
• How managers can assist digital groups to collaborate and confirm that know-how is our servant, now not our master

It takes daring management and a holiday with previous conduct. yet destiny paintings won't look forward to those that fail to know the possibilities now.

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Extra resources for Future Work: How Businesses Can Adapt and Thrive in the New World of Work

Sample text

Agents can choose where they work, although calls can only be routed to their regular business line, not re-routed if they are traveling. They can choose when to provide their services, which can be in blocks of just 30 minutes, and it is up to them whether to develop their skills or not. Maynard Webb, chairman and CEO of LiveOps, argues that this work model does not replace existing models but creates opportunities for people who do not want to, or cannot, work in the traditional way. ’20 With a large dispersed and independent workforce, Webb says it is necessary to find ways of building ‘a self-sustaining community’.

It’s questionable whether all of them are doing anything useful with that information in the following hour or so. ‘While it makes business sense to be functioning when clients in continental Europe, operating an hour ahead, start work, it is not always rational to take long-term decisions based on short-term trading moves between 7 am. and 9 am. This is face time by management diktat. , they might lose ground if they don’t match them. ’ At the other end of the day, some people feel they have to stay until the boss leaves.

12 The 1980s and 1990s saw a series of legislative changes in most Western countries that made employment fairer and increasingly ‘family friendly’. These reflected changing attitudes in society toward work. No longer was it a male preserve. Women could have a career and a family. They could take their maternity leave and still return to their former position in the hierarchy. It seemed we were moving into a truly gender-neutral world of work. Sadly, reality has not kept up with the ideals. Ironically, the very legislation that was designed to ensure fairer treatment for women reinforced some of the old stereotypes.

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