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008			191220s2020 mau b 001 0 eng
010			_a 2019059153
020			_a9780262539449 (paperback)
020			_a0262539446 (paperback)
040			_aDLC _beng _cDLC _erda _dDLC
041			_aeng
042			_apcc
050	1	4	_aHF 5549 _bM266 2020
082	0	0	_a658.3
245	0	2	_aA manager's guide to the new world of work : _bthe most effective strategies for managing people, teams, and organizations / _cMIT Sloan Management Review.
260			_aCambridge : _bThe MIT Press, _c2020.
300			_axvii, 199 pages ; _c21 cm.
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
490	0		_aThe digital future of management
504			_aIncludes bibliographical references and index.
505	0		_aSeries Foreword Introduction: Managing Today for the Future I Managing People 1 Train Your People to Think in Code 2 Leisure Is Our Killer App 3 Self-Reports Spur Self-Reflection 4 Career Management Isn't Just the Employee's Job 5 Can We Really Test People for Potential? 6 Does AI-Flavored Feedback Require a Human Touch? 7 What Managers Can Gain from Anonymous Chats 8 Are Your Employees Driven to Digital Distraction? II Managing Teams 9 Get Things Done with Smaller Teams 10 Why Teams Still Need Leaders 11 Why Teams Should Record Individual Expectations 12 Collaborate Smarter, Not Harder 13 Improving the Rhythm of Your Collaboration III Managing Organizations 14 Reframing the Future of Work 15 It's Time to Rethink the IT Talent Model 16 New Ways to Gauge Talent and Potential 17 Pioneering Approaches to Re-skilling and Upskilling 18 How Managers Can Best Support a Gig Workforce 19 Unleashing Innovation with Collaboration Platforms IV Case Study 20 Rebooting Work for a Digital Era: How IBM Reimagined Talent and Performance Management Commentary: HR Transformation as the Engine for Business Renewal Contributors Notes Index
520			_aInsights from organizations that are navigating the novel challenges of the digital workplace. How can technology and analytics help companies manage people? Why do teams working remotely still need leaders? When should organizations use digital assessment tools for gauging talent and potential? This book from MIT Sloan Management Review answers questions managers are only beginning to ask, presenting insights and stories from organizations navigating the novel challenges of the digital workplace. Experts from business and academia describe what's worked, what's failed, and what they've learned in the new world of work. They look at strategies that organizations use to help managers and employees adapt to the fast-changing digital environment, from the benefits of wool-gathering to the use of anonymous chats; examine digital tools for collaboration, including interactive spreadsheets and analytics that increase transparency; and discuss such big-picture trends as expanded notions of value and new frontiers in upskilling. A detailed case study, produced by MIT Sloan Management Review in collaboration with McKinsey & Company, explores how IBM reimagined talent and performance management with the goal of increasing employee engagement. ContributorsSteve Berez, Ethan Bernstein, Josh Bersin, Matthew Bidwell, Ryan Bonnici, Tomas Chamorro-Premuzic, Rob Cross, Chris DeBrusk, Federica De Stefano, Thomas H. Davenport, Angela Duckworth, Ken Favaro, Lynda Gratton, Peter Gray, Lindred Greer, John Hagel III, Manish Jhunjhunwala, David Kiron, Frieda Klotz, David Lazer, Massimo Magni, Likoebe Maruping, Kelly Monahan, Will Poindexter, Reb Rebele, Adam Roseman, Michael Schrage, Jeff Schwartz, Jesse Shore, Brian SolisBarbara Spindel, Anna A. Tavis, Adam Waytz, David Waller, Maggie Wooll _cProvided by publisher.
650		4	_aAdministración de personal _9636
650		4	_aEquipos en el lugar de trabajo _91297
650		4	_aAdministración de empresas _xInnovaciones tecnológicas _91966
650		4	_aCambio organizacional _91965
710	2		_aMIT Sloan Management Review _ecompiler. _936065
830		0	_aThe digital future of management _936064
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