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The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization (Anglais) Relié – 21 octobre 2014


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Descriptions du produit

Présentation de l'éditeur

Throughout the history of business employees had to adapt to managers and managers had to adapt to organizations. In the future this is reversed with managers and organizations adapting to employees.  This means that in order to succeed and thrive organizations must rethink and challenge everything they know about work.

The demographics of employees are changing and so are employee expectations, values, attitudes, and styles of working.  Conventional management models must be replaced with leadership approaches adapted to the future employee. Organizations must also rethink their traditional structure, how they empower employees, and what they need to do to remain competitive in a rapidly changing world.  

This is a book about how employees of the future will work, how managers will lead, and what organizations of the future will look like.  

The Future of Work will help you:

  • Stay ahead of the competition
  • Create better leaders
  • Tap into the freelancer economy
  • Attract and retain top talent
  • Rethink management
  • Structure effective teams
  • Embrace flexible work environments
  • Adapt to the changing workforce
  • Build the organization of the future
  • And more
The book features uncommon examples and easy to understand concepts which will challenge and inspire you to work differently.

Quatrième de couverture

Praise for THE FUTURE OF WORK

Morgan s book offers a compelling look into the future how all of us will work, how many of us will lead, and how organizations themselves must transform in the face of these changes.
Daniel H. Pink, NY Times bestselling author of Drive and To Sell is Human

Jacob Morgan cracks the code on the biggest mystery in the workplace: what it takes to build and sustain a new generation of loyal, engaged and inspired colleagues. It s impossible to read this book and not see the great risks of the status quo.
Bill McDermott, CEO, SAP

To be future–ready, companies need to embrace a new type of culture that empowers employees to find innovative ways to drive impact. The Future of Work provides a helpful roadmap to engage the workforce of a new generation.
Brad Smith, President and CEO, Intuit

With markets shifting along social, economic and technological lines, organizations and leaders need new strategies to inspire and motivate their most valuable asset their people. The Future of Work provides valuable insights that will help organizations seize opportunities in this rapidly changing landscape, transforming a possible vulnerability into a competitive strength.
John Veihmeyer, Global Chairman, KPMG

In a truly global economy, with information available 24/7 and where the speed of everything is rapidly increasing .... Morgan does a great job of stimulating the reader to think how this will impact organizations, people and practices in the workplace.
Jeff M. Fettig, Chairman & CEO Whirlpool Corporation

Morgan has written a book to help you understand how the world of work is changing, why it s changing, and what you need to do about it. The Future of Work inspires you to rethink how employees work, how managers lead, and how organizations are structured.
Gary Hamel, Founder, Management Lab

In a connected world where behaviors are changing, organizations must rethink how work gets done. The Future of Work provides a structured framework and key principles to help organizations of today chart a path to success for tomorrow.
Jean–Pascal Tricoire, CEO, Schneider Electric



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Dans ce livre

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Couverture | Copyright | Table des matières | Extrait | Index
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6 internautes sur 7 ont trouvé ce commentaire utile 
The future workplace environment: one within which personal growth and professional development are most likely to flourish 3 décembre 2014
Par Robert Morris - Publié sur Amazon.com
Format: Relié
Years ago, Peter Drucker asserted, "The best way to predict the future is to create it." I agree but there are always forces that are beyond any one leader's or company's control. Hence the importance of recognizing emerging trends, especially those that may indicate a paradigm shift. For example, after Henry Ford introduced the Model T in 1908, the owner of the #2 buggy whip manufacturer recognized its potential implications and began to prepare to manufacture and market automotive products. Within a year, four of the other top five went bankrupt. To a significant extent, the future of work is determined or significantly influenced by the impact of disruptive innovations, with the Internet and Web only the latest examples.

I agree with Jacob Morgan: "Many organizations around the world today are in trouble. The world of work is changing around them as they remain stagnant. The larger the gap grows, the greater the chance becomes that these organizations will not survive." This is what Marshall Goldsmith has in mind in one of his latest books, What Got You Here Won't Get Your There. Presumably Morgan as well as Goldsmith agree with me that what got you here won't even enable you to remain here, much less get there.

Morgan cites "The Five Trends Shaping the Future of Work" in the first chapter, any one of which - all by itself - poses significant challenges to organizational leaders. New behaviors, for example, will be shaped by social media and the Web whereas ever-expanding globalization initiatives will eliminate all traditional boundaries. The "there" to which Goldsmith refers becomes more difficult each day to define.

Morgan is spot-on: "Employees are bringing new approaches, attitudes, expectations, and ways of working into organizations. Managers must adapt to this new way of working by changing the way they lead, which then forces the organization as a whole to adapt to employees and managers."

The Millennial Workforce (13-16)
Engagement Is Important but Lacking (24-27)
The "Fabulous Five" Generations (27-30)
FIGURE 3.1 Seven Principles of the Future Employee (32)
The Three Components of Flexible Work (33-35)
The End of the Traditional Work Schedule (41-47)
Sharing and Stack Ranking (49-55)
New Crucial Employee Behaviors (59-62)
FIGURE 3.3 The Evolution of the Employee (67)
Companies Using Freelancers (73-76)
Manager of the Past/Today (77-84)
Outdated Management (85-89)
Ten Principles of the Future Manager (91-92)
Embrace Vulnerability, and, Belief in Sharing and Collective Intelligence (101-106)
Bed a Fire Starter (106-108)
What Makes These [Managerless] Companies Work? (126-129)
The Benefits of a Managerless Company, and, Issues with Managerless Companies (129-133)
14 Principles of the future Company (146)
Operate Like a Small Company (154-157)
Innovation from Anywhere, All the Time, and Creating Ecosystems (160-168)
The Four Roadblocks of the Future Organization (189-191)
The 12 Habits of Highly Collaborative Organizations (194-201)

Long ago, Charles Darwin observed, "It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change." In Chapter 11, Morgan presents a six-step process for adapting to the future of work:

1. Challenge assumptions.
2. Create a team to help lead the effort.
3. Define your "future of work."
4. Communicate your "future of work."
5. Experiment and empower employees to take action.
6. Implement broad-based change.

For each of these, Morgan carefully explains how to complete it. He urges his reader to make certain that the right questions are being asked. Obtaining correct answers to the wrong questions can destroy an organization faster than almost any other activity I can imagine. I suspect this is what Drucker had in mind when insisting, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." Almost all of the information, insights, and counsel provided in this book -- as well as the six trends examined -- are relevant to almost any organization, whatever its size and nature may be. Successful companies will be those that attract new talent, build better leaders, and create a competitive organization. Those that don't will have no future. What has always been true in the past will be even more true in months and years to come: The most valuable workers insist on a culture within which personal growth and professional development are most likely to flourish. I commend Jacob Morgan on a brilliant achievement. Bravo!
3 internautes sur 3 ont trouvé ce commentaire utile 
Thought-Provoking 16 septembre 2014
Par Purchaser - Publié sur Amazon.com
Format: Relié Achat vérifié
As the Controller of an Executive Suite company, our industry defines the shared office space concept which Jacob's idea of "coworking" reflects. His book is not just thoretical but pragmatic considering the evolution of the company as well as the employee. He provides the framework to adapt to the Future of Work.
1 internautes sur 1 ont trouvé ce commentaire utile 
This Book Delivers 30 décembre 2014
Par groupworker - Publié sur Amazon.com
Format: Format Kindle
I'm occasionally asked to write an objective review because of my previous postings on Amazon. My work revolves around nonprofit organizational training and I'm a big fan of Simon Sinek, Dan Ariely, Seth Godin, Daniel Pink and other well known names. I'm usually skeptical to read org. behavior books because they are frequently too theoretical and impossible to apply to my work or they are so basic that I am quickly bored and don't get through the first few chapters.

I am happy to shared that I was wowed by Jacob Morgan's The Future of Work - so much so that I bought a hard copy for my office. First, I really enjoyed his writing - smart and easy to read. He presents a framework that one can immediately apply with the perfect balance of both research and concrete examples. Also, his charts help deliver his messages in creative ways.

My greatest take away lessons include the future is now and we can't wait to make changes to work environments (to keep both young adults and older employees engaged at work); we have to create the time and space to ask the hard questions about our work cultures; even if we're not experts at technology, we have to be educated about the latest tools; it's critical to understand why hierarchies don't work, how traditional work-life balance has changed dramatically, and why former expectations about dress codes, work hours, and meetings have shifted dramatically. I could share more, but this is just a taste of a book that can provide managers, HR Directors and those of us involved with training in the workplace a great foundation for dialogue about change.
1 internautes sur 1 ont trouvé ce commentaire utile 
Adapt or Die 3 janvier 2015
Par Dean W. - Publié sur Amazon.com
Format: Relié
Jacob Morgan’s “The Future of Work” made me think and I like that in a book. It not only challenges many of the accepted norms in business, but it also gives voice to the frustrations many of us feel working in established organizations that are resistant to change.
I will be transitioning from the military to the private sector in the next 4-6 years and this book has helped me better prepare for the new face of work I will be seeing after being away from it for 30+ years.
Whether as an entrepreneur, a manager, a freelancer or an entry-level employee at a large company this book has something for everyone. Some of it may be hard to hear, but anyone who ignores what Mr. Morgan has to offer here does so at their own professional peril.
1 internautes sur 1 ont trouvé ce commentaire utile 
Food for Thought 15 décembre 2014
Par Kug - Publié sur Amazon.com
Format: Format Kindle
I wrestled with the rating on this book but decided on a four. It is well written, well researched and my struggle was a personal one. I'm a retired corporate guy and have seen and heard much of what is in this book starting back in the eighties. Back then Daryl Conner was a leading change guy, as was John Naisbit I believe was his name. I would have given it a five star but its a personal thing, where I don't agree with a lot of what is outlined in the book. Having said that nothing says I'm right either. Back in the eighties I enjoyed reading books like this and they helped me as I went up in management. No one has a crystal ball but lots of what is in here is food for thought. If you're in leadership anywhere this is well worth the read.
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