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Author Clow, Julie
Title The Work Revolution : Freedom and Excellence for All
Imprint Somerset : John Wiley & Sons, Incorporated, 2012
©2012
book jacket
Edition 1st ed
Descript 1 online resource (268 pages)
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
Note Intro -- The Work Revolution: Freedom and Excellence for All -- Contents -- Preface -- Chapter 1: This Thing We Call Work -- What is the problem? -- Starting a Work Revolution -- Strategy 1: Change All the Organizations -- Strategy 2: Follow the Easy Path -- The Three Channels of Change -- Individuals -- Leaders -- Organizations -- Tying It All Together -- Chapter 2: Signs We Have It Wrong -- The Deluxe Job-Shove-It Quiz -- Interpreting Your Answers -- Lens 1: Organizational Layers Analysis -- Lens 2: Guiding Principles Analysis -- Chapter 3: The New Rules -- What Is Our Reality? -- Fact 1: Work Never Stops -- Fact 2: Information Never Stops, and We Will Never Be Able to Consume It All -- Fact 3: People Are Different -- Fact 4: People Have Different Lives -- Fact 5: Different Kinds of Work Beg for Different Management Approaches -- Putting It All Together -- Breaking the Old Rules -- The 40-Hour Workweek Rule -- The Fixed-Schedule Rule -- The Vacation and Sick Time Rule -- The Dress Code Rule -- The Perks and Benefits Rule -- The Job Slot Rule -- The Well-Defined Processes Rule -- The New Rules -- Chapter 4: Impact, Not Activities -- Roots of Management By Activity -- A Century of Progress -- The Problem with Impact -- Organizations as Problem Statements -- Mission Statements -- Guiding Principles -- Measures of Success -- Leaders Asking Questions -- Ask, Don't Tell -- Share the Impact -- Individuals as Instigators -- Why? -- Permission to Call "Bullshit -- More on Impact to Come -- Summary -- Chapter 5: Energy, Not Schedules -- Rivers of Energy -- The Energy of Individuals -- Following Your Energy River -- Navigating a Team of Rivers -- The Workplace as Individual Energy Charger -- The Energy of Value -- The Role of Individuals in Finding Value -- Discovering Organizational Channels of Value -- Eliminating Bad Energy
Energy Sucker 1: Bureaucracy -- Energy Sucker 2: Passive Aggression -- Energy Sucker 3: The Worst of All-Bad Managers -- Summary -- Chapter 6: Strengths, Not Job Slots -- Strengths, Talents, Passions -- Naming Your Strengths -- Strengths of a Team -- Allocating Work -- Filling the Gaps -- Building an Organization on Strengths -- Organizational Culture: Who Belongs Here? -- We're Just Not That into You -- Home within a Home -- Create Fluidity -- Summary -- Chapter 7: The Right Things, Not Everything -- And The Number One Leadership Skill Is… -- Strategy Is Prioritization -- Eliminate the Bottom, Push To the Top -- Test 1: Mission Worthiness -- Test 2: Eliminate the Bottom -- Test 3: Push to the Top -- Putting It All Together -- Team Prioritization -- Individuals -- How to Say No -- Summary -- Chapter 8: Grassroots, Not Top-Down -- The Power of Small -- Think Like Apollo 13 Engineers -- Use Data, Not Judgment -- Embrace Mistakes and Failure -- Empowerment Through Collective Intelligence -- Problem Solving through Collective Intelligence -- Motivation to Contribute -- Letting Go Of Control in Organizations -- Leaders Fostering Diversity -- Individuals Inspiring Differentiation -- Summary -- Chapter 9: Conclusion -- Fears of Leaders -- Fears of Individuals -- It's The System, Stupid -- Trust Versus Fear -- Some Reasons to Trust -- What Success Looks Like -- Epilogue -- Grassroots, Not Top-Down -- The Right Things, Not Everything -- Energy, Not Schedules -- Strengths, Not Job Slots -- Impact, Not Activities -- Putting It All Together -- Appendix -- Universal Principles -- Organizations -- Leaders -- Individuals -- Notes -- Acknowledgments -- About the Author -- Index
Embrace connectivity, increase empowerment, and achieve better work-life blending We live in a new age of global companies, hyper-access to information, and accessibility to tools that enable us to bring any idea life. Strangely, our workplaces are lagging behind the promise of this open and collaborative world. Most organizations are rule-based, top-down, dreary environments optimized for conformity and little else. The Work Revolution creates a compelling portrait of a different kind of work. "I believe that freedom in the workplace is worth fighting for and that every person and every organization can be excellent." Julie Clow articulates the rules we follow today in our work force, the reasons they no longer work, and what we can do instead. The Work Revolution deconstructs the magic behind thriving, liberated organizations (such as Google) into clear principles that any individual, leader, and organization can adopt to create sustainable and engaging lives. Provides actionable changes anyone can make, regardless of where they work, to create a more sustainable work-life blend Details concrete ways to influence existing organizations to change Guides leaders to make tangible changes in their teams to enable greater autonomy and impact Outlines organizational culture principles that support and nurture high-performance and healthy environments, providing clear options for instituting cultural change based on specific organizational challenges Rejecting productivity Band-Aids and quick fixes, The Work Revolution conceptualizes a completely new workplace that embraces the always-connected reality to create organizations in which high achievers can sustainably thrive
Description based on publisher supplied metadata and other sources
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2020. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries
Link Print version: Clow, Julie The Work Revolution : Freedom and Excellence for All Somerset : John Wiley & Sons, Incorporated,c2012 9781118172056
Subject Corporate culture.;Organizational behavior.;Organizational change.;Job satisfaction
Electronic books
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