rdf-syntax-grammar
mods:
  schema location: http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
  title info:
    title: Alive at work
    sub title: the neuroscience of helping your people love what they do
  name:
    name part: Cable, Daniel M. (Daniel Merle)
    role:
      role term: creator
    role:
      role term: author.
  type of resource: text
  origin info:
    place:
      place term: mau
    place:
      place term: Boston, Massachusetts
    publisher: Harvard Business Review Press
    date issued: 2018
    issuance: monographic
  language:
    language term: eng
  physical description:
    form: print
    extent: viii, 203 pages : illustrations ; 25 cm
  abstract: We've all seen the oft-cited Gallup poll that reports that an alarming majority of the workforce is disengaged and unmotivated. In Alive at Work, social psychologist Dan Cable argues that the reason for all the unhappiness is biological: organizations, in an effort to routinize work and establish clear-cut performance metrics, are suppressing what neuroscientists call our Seeking Systems, the part of our brain that craves exploration and learning. The good news is that organizations can activate our Seeking Systems, and, as Cable explains, it doesn't take extensive overhauls to their cultures to do so. With small changes, managers and supervisors can make meaningful impacts on our lives and restore our zest for work. For instance, the book reveals: how new hires exhibited their best traits and were less likely to quit in the future after sharing stories about themselves during on-boarding seminars, how Italian factory workers reduced their anxiety about a new process by playing with Legos, how employees at Make-A-Wish reduced burnout by crafting their own job titles. Filled with real-life examples from the author's own research and consulting, Alive at Work equips managers--and anyone looking to find more joy in their nine-to-five existence--with the guidance to maximize the curiosity and passion that lives within themselves and others.--
  table of contents: Part I. The seeking system: Introduction: our organizations are letting us down -- The way things ought to be -- The way things are - and how to make them better -- Part II. Self expression: Encouraging people to bring their best selves to work -- Promoting self-expression -- Part III. Experimentation: Encouraging serious play -- Expanding on freedom and creativity -- Humble leadership and employees' seeking systems -- Part IV. Purpose: Helping employees see the impact of their work -- Creating narratives about purpose.
  note: Daniel M. Cable.
  note: Tặng
  subject:
    topic: Employee motivation
  subject:
    topic: Interest (Psychology)
  subject:
    topic: Management
  subject:
    topic: Work environment
  classification: HF5549.5.M63 C325 2018
  classification: 658.314 A103-I
  identifier: 9781633694255
  identifier: 2017044304
  record info:
    record content source: MH/DLC
    record creation date: 171020
    record change date: 20190909134220.8
    record identifier: TVCDKTCT104697
    language of cataloging:
      language term: eng