You can connect to other websites from this website which are not under the jurisdiction of BookMeth. The nature, content and availability of such pages are not regulated by us. A recommendation or acceptance of the views articulated within them does not generally mean the incorporation of any ties. Connecting to our web implies acknowledging this policy agreement .
Praise for Lead the Work “The new world of work has new ways of working. Boudreau, Jesuthasan, and Creelman brilliantly capture the increasingly granular and customized work world where more employees will be free agents. This forward- thinking book offers creative and relevant insights for managing employees as agents. It has implications for leaders, human resources, rewards, and employees.” —Dave Ulrich, Rensis Likert Professor of Business, University of Michigan, and Partner, The RBL Group “Anyone leading an organization through the rapidly changing and chal- lenging landscape of today’s workplace will find Lead the Work tremen- dously valuable. Boudreau, Jesuthasan, and Creelman expertly chronicle how work has evolved into multiple methods of employment, focused less on managing employees and more on providing work-based leadership.
Contents Foreword xvii Acknowledgments xxi PARTONE The Background 1 Chapter1 Leading Work—Not Managing Employees 3 Chapter2 Free Agent World 23 Chapter3 Outsourcing and Alliances 35 Chapter4 The Talent Platforms 50 PARTTWO The Model 81 Chapter5 Leading the Work Beyond Employment: A Decision Framework 83 Chapter6 How IBM Leads the Work 92 Chapter7 The Assignment: How Much to Deconstruct, Disperse, and Detach? 111 Chapter8 The New Organization: Permeable, Interlinked, Collaborative, and Flexible 135 Chapter9 The Reward: Short-Term, Individualized, and Imaginative 153 xv.
Foreword A few years ago I attended an HR conference where I found myself on a panel with a freelancer. He had no desire to work for a corporation, nor a manager for that matter. And he was clearly very good at his craft—someone my company would want to hire.
1 Leading Work—Not Managing Employees Wecreateboxestomakesenseoftheworld.Wetalkaboutorganizationsand jobs as boxes. Employees sit inside jobs that sit inside organizations. This is howwethinkthingsgetdone.Inpractice,it’sneverreallysocutanddried, but the simple mental model works—or at least it used to.
LeadingWork—NotManagingEmployees 5 underneath the lights. This book focuses on the decisions you make about theWork.Itdrawsontheexcellentideasthatothershaveproposedregarding the Worker and the Client, and then builds upon them by illuminating how understanding the Work helps to explain the stories and examples.