Workplace Strategy for the Flexible Office will give you the theoretical understanding and the practical tools needed for creating and implementing a workplace strategy as you move towards a new office or way of working. Using both the physical design of the workplace and the way of working as jumping-off points, Aram Seddigh presents five research-based principles that guide your thinking when developing workplace strategies, and how this work can be carried out. These principles are Right-sizing, Diversify, Facilitate Collaboration, Increase Adaptability, and Insights Through Participation. Together they form the Workplace Adequacy Framework. In the first part of the book, you'll gain insight into the current state of research in the field, with a theoretical model to deepen your knowledge. The next part presents a method and a practical review on how to develop and apply a workplace strategy. The final part of the book shows how workplace strategies could be executed by two different organisations - a tech company and a production company - with differing conditions. This book focuses on hybrid and flexible ways of working (like activity-based working, for example), but the method can also be applied to other ways of working. The book can be used as course literature in the education of workplace strategists and related roles, as well as for architects, project managers, change managers, workers within HR and real estate departments, facility managers, real estate consultants and similar professions whose work involves office design and new ways of working.

Workplace Strategy for the Flexible Office will give you the theoretical understanding and the practical tools needed for creating and implementing a workplace strategy as you move towards a new office or way of working. Using both the physical design of the workplace and the way of working as jumping-off points, Aram Seddigh presents five research-based principles that guide your thinking when developing workplace strategies, and how this work can be carried out. These principles are Right-sizing, Diversify, Facilitate Collaboration, Increase Adaptability, and Insights Through Participation. Together they form the Workplace Adequacy Framework. In the first part of the book, you'll gain insight into the current state of research in the field, with a theoretical model to deepen your knowledge. The next part presents a method and a practical review on how to develop and apply a workplace strategy. The final part of the book shows how workplace strategies could be executed by two different organisations - a tech company and a production company - with differing conditions. This book focuses on hybrid and flexible ways of working (like activity-based working, for example), but the method can also be applied to other ways of working. The book can be used as course literature in the education of workplace strategists and related roles, as well as for architects, project managers, change managers, workers within HR and real estate departments, facility managers, real estate consultants and similar professions whose work involves office design and new ways of working.

The empowering new 3-step guide to combining work and life strategically, creatively, and successfully. The message is simple: Work doesn't have to be all or nothing. There are countless combinations of balancing work and life between these extremes. People can establish boundaries and change the way work fits into their lives, in a way that's good for employees and employers. Work+Life provides the tools to adjust the "work" portion of life in order to have more time and/or energy for personal responsibilities and interests. Even a small change can make a big difference. Industry expert Cali Yost has been working with people on all sides of the issue: employees and managers at companies such as General Electric/NBC, Ortho-McNeil Pharmaceuticals, and Ernst & Young, and EAPs nationwide that help companies help their employees. They all say the same thing--Work+Life is the missing piece of the puzzle, providing readers with invaluable work life balance tips and putting them on the cutting edge of the workplace revolution.

Most Fortune 500 companies still struggle with workplace planning and design issues. Millions of dollars are invested each year by companies with the expectation that new buildings and major renovations will help transform their culture, spark innovation, and herald new work patterns that strengthen performance while reducing costs. But, as Franklin Becker points out, popular trends do not always make good sense. Offices at Work addresses the fundamental design issues that organizational leaders confront such as: How do we create a low-cost flexible environment that motivates employees and stimulates learning? Is it worth our spending the time, money, and effort to consolidate our disparate buildings into a new corporate campus? How else can we address status concerns besides giving people offices? Order your copy today!

Flextime, telecommuting, compressed work week, job sharing, downshifting, and hot desking—these terms are infiltrating our vocabulary at an increasing rate, keeping pace with change in the workplace. Although there is a large body of literature on the changing nature of work and workplace flexibility, there is no handbook that synthesizes the research on all aspects of this topic. Pulling together the vast literature on this subject, Avery and Zabel explain the concept of flexible work, trace the origin and growth of this workplace trend, and review the research on a range of flexible work arrangements. Workplace flexibility is international in scope. Companies, both in the United States and abroad, have become increasingly interested in implementing flexible work arrangements. The authors include a chapter on companies in North America, Western Europe, and the United Kingdom that have been leaders in implementing flexible work arrangements. They identify areas ripe for additional research, suggest a broad array of resources, and discuss strategies for locating additional information, including relevant databases, Internet resources, organizations, and search terms. This is a valuable handbook for managers, researchers, and students working or studying in the areas of human resource management, industrial/organizational psychology, and the sociology of work.

We live in era of transformation--of technology, of social values, and of the way work is done. This book represents a timely and innovative ad dition to current thinking and writing about transformation in organiza tions. In order to meet an increasingly global and competitive environment, organizations are undergoing reengineering, work process redesign, "right sizing," creating a "virtual office," and other forms of restructur ing and basic change of the way work is accomplished. Such transfor mation means analyzing and redesigning core processes in organizations around new kinds of principles such as "total quality" and customer service. The eventual effect of these changes is likely to be the networked or "boundary-Iess" organization, in which the tradi tional boundaries between functions and between producers and their suppliers-and sometimes even between organizations and their com petitors-are broken down. The goal of such transformation is to make the work of the organization more efficient and productive-to produce more with fewer resources and at a lower cost. In the conventional view of the transformation process, certain sec ondary concerns, such as the need to protect the environment or to help an increasingly heterogeneous work force deal with its personal issues, are seen as problematic for this core thrust. Some recent work, however, is beginning to show that if these so-called secondary concerns are con sidered central, far from being problematic, they actually present strat egy opportunities for productive innovation and change.

Thrive in the new economy by leading ahead of the next evolution Reimagining Work is the business leader's guide to surviving—and thriving—in the new on-demand economy. As the business and workplace environments evolve, traditional management strategies are becoming obsolete; the skilled workforce demands flexibility and more control over their work—things that the major corporations repeatedly fail to offer. Is it any wonder that the best and brightest talent is increasingly moving toward smaller companies with alternative management structures? Companies like Uber, Lyft, Handy, and Task Rabbit? These businesses have seen major success by attracting the right people—by giving them what they want. As the shift continues, businesses will need to change the way they recruit, develop, and train talent. This book shows you how to restructure and reconfigure your current strategy toward one that will help your business not just survive, but grow stronger in this new environment by offering what top talent demands. Niche spaces like transportation and general labor may have catalyzed the movement toward on-demand, but their influence is spreading and traditional businesses must adapt or die. This book shows you how to turn the shift into an asset for your company by leading through change for the better. Reconsider your current talent sourcing strategies Update your team development and training programs Build a flexible workforce that thrives in the "on-demand" economy Develop your business to succeed amidst the changing business paradigm Growth is more than just expansion; it's also maturation, adaptation, and evolution. Our economy is on the cusp of a seismic shift, and smart businesses will implement change early before the obsolete start falling behind. Reimagining Work gives you actionable guidance for staying ahead of the curve.