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The four-step process for redesigning work

Fear of failure weighs heavily on many leaders tasked with managing new workplace expectations. Tackling uncertainties begins by seeing these challenges not simply as binary judgments (office or home; full time or part time) but as the impetus to give work a structural overhaul. Leaders are redesign...

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Bibliographic Details
Main Author: Gratton, Lynda
Format: eBook
Language:English
Published: [Cambridge, Massachusetts] MIT Sloan Management Review 2022
Edition:[First edition]
Subjects:
Telecommuting / Http://id.loc.gov/authorities/subjects/sh85133307
Flextime / Fast
Organizational Change / Http://id.loc.gov/authorities/subjects/sh85095525
Changement Organisationnel
Organizational Change / Fast
Virtual Work Teams / Http://id.loc.gov/authorities/subjects/sh2001002004
Flextime / Http://id.loc.gov/authorities/subjects/sh85062533
Équipes Virtuelles
Horaires Variables De Travail
Virtual Work Teams / Fast
Management By Exception / Http://id.loc.gov/authorities/subjects/sh85080352
Telecommuting / Fast
Management By Exception / Fast
Gestion Par Exceptions
Personnel / Direction
Personnel Management / Fast
Personnel Management / Http://id.loc.gov/authorities/subjects/sh85100143
Online Access:
Collection: O'Reilly - Collection details see MPG.ReNa
Description
Summary:Fear of failure weighs heavily on many leaders tasked with managing new workplace expectations. Tackling uncertainties begins by seeing these challenges not simply as binary judgments (office or home; full time or part time) but as the impetus to give work a structural overhaul. Leaders are redesigning work by moving through four steps: understanding people, networks, and jobs; reimagining how work gets done; modeling and testing redesign ideas against core principles; and taking action widely
Item Description:"Reprint 64129.
Physical Description:6 pages illustrations

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