Michel Syrett – författare

Managing Live Innovation examines the innovation process from the line manager''s perspective. This book identifies the skills needed to manage live ''real time'' innovation in an environment where products and services are constantly refined, and where customer input is encouraged from an early stage. The New Skills Portfolio is a groundbreaking new series, published in association with the Industrial Society, which re-defines the core management skills managers and team leaders need to be competitive. Each title is action-focused blending 20th century management initiatives/trends with a new flexible skills portfolio for managers constantly experiencing and managing organizational and marketplace change.The Industrial Society is one of the largest public training providers in the UK. It has over 10,000 member organisations and promotes best practice through its publishing, consultancy, training and advisory serives. For more information contact their website on www.indsoc.co.uk.Jean Lammiman has successfully combined a career as a senior front-line manager specialising in the effective development of staff at all levels with groundbreaking work as an academic and consultant. Both authors run their own consultancy, The LSK Group, which designs and implements workshops, seminars and forums for senior management teams.Michel Syrett is an established business author, lecturer and consultant. For many years Editor of the Public Management and Management Education Pages at The Times, he contributes regularly to newspapers and journals covering business issues in Europe and Asia, including the Financial Times, Daily Telegraph, European, Management Today, Eurobusiness, Business Asia, Asian Business and South China Morning Post. He is also a Visiting Fellow at Roffey Park Management Institute and the Poon Kam Kai Institute of Management at the University of Hong Kong.

Managing Live Innovation examines the innovation process from the line manager''s perspective. This book identifies the skills needed to manage live ''real time'' innovation in an environment where products and services are constantly refined, and where customer input is encouraged from an early stage. The New Skills Portfolio is a groundbreaking new series, published in association with the Industrial Society, which re-defines the core management skills managers and team leaders need to be competitive. Each title is action-focused blending 20th century management initiatives/trends with a new flexible skills portfolio for managers constantly experiencing and managing organizational and marketplace change.The Industrial Society is one of the largest public training providers in the UK. It has over 10,000 member organisations and promotes best practice through its publishing, consultancy, training and advisory serives. For more information contact their website on www.indsoc.co.uk.Jean Lammiman has successfully combined a career as a senior front-line manager specialising in the effective development of staff at all levels with groundbreaking work as an academic and consultant. Both authors run their own consultancy, The LSK Group, which designs and implements workshops, seminars and forums for senior management teams.Michel Syrett is an established business author, lecturer and consultant. For many years Editor of the Public Management and Management Education Pages at The Times, he contributes regularly to newspapers and journals covering business issues in Europe and Asia, including the Financial Times, Daily Telegraph, European, Management Today, Eurobusiness, Business Asia, Asian Business and South China Morning Post. He is also a Visiting Fellow at Roffey Park Management Institute and the Poon Kam Kai Institute of Management at the University of Hong Kong.

Over half of all people working on behalf of any given organization are typically not their own employees. Some are freelance contractors working in their own right. A significant proportion is employed to provide these services by another firm, under agency or outsourcing service agreements. The services they perform under these agreements are often vital in supporting the organization’s customer relationships, reputation and brand identity. Yet, remarkably, little attention has been paid to how these ‘non-employees’ are managed, motivated and meaningfully engaged. Management protocol generally sees them as outside the organization’s remit or control. The law paints them as victims. This ground-breaking book challenges both these assumptions. Through a combination of pioneering legal analysis and rigorous case-study research, it demonstrates that non-employees are often the organization’s most important hidden resource. Patricia Leighton and her collaborators highlight the limited good practice that is available, based on examples in large corporations, public sector organizations and smaller firms in a variety of countries. More importantly she clearly sets out the issues and imperatives employers should address, supported by new management concepts and models of effective practice developed specifically for the book. Far from being victims, she argues, non-employees often choose flexible working patterns for their own intrinsic ends and have ambitions, career aspirations and workplace needs that can be responded to and exploited by forward-looking employers. “Looking at the role they now play, these people are no longer marginal, atypical or peripheral as they are still termed and regarded by both legal and management practitioners. They are, however, still in the shadows in terms of the literature available on how best to develop and motivate them. This book aims to rectify this.”

Over half of all people working on behalf of any given organization are typically not their own employees. Some are freelance contractors working in their own right. A significant proportion is employed to provide these services by another firm, under agency or outsourcing service agreements. The services they perform under these agreements are often vital in supporting the organization’s customer relationships, reputation and brand identity. Yet, remarkably, little attention has been paid to how these ‘non-employees’ are managed, motivated and meaningfully engaged. Management protocol generally sees them as outside the organization’s remit or control. The law paints them as victims. This ground-breaking book challenges both these assumptions. Through a combination of pioneering legal analysis and rigorous case-study research, it demonstrates that non-employees are often the organization’s most important hidden resource. Patricia Leighton and her collaborators highlight the limited good practice that is available, based on examples in large corporations, public sector organizations and smaller firms in a variety of countries. More importantly she clearly sets out the issues and imperatives employers should address, supported by new management concepts and models of effective practice developed specifically for the book. Far from being victims, she argues, non-employees often choose flexible working patterns for their own intrinsic ends and have ambitions, career aspirations and workplace needs that can be responded to and exploited by forward-looking employers. “Looking at the role they now play, these people are no longer marginal, atypical or peripheral as they are still termed and regarded by both legal and management practitioners. They are, however, still in the shadows in terms of the literature available on how best to develop and motivate them. This book aims to rectify this.”