Communicating Change: Winning Employee Support for New Business Goals: Winning Employee Support for…

Hardcover | January 22, 1994

byT. Larkin, Sandar Larkin

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When a company decides to make a major organizational change­­whether it's a new emphasis on customer service, quality management, restructuring or downsizing­­managers must get the message through to front-line employees, and enlist their support...or the changes will create more turmoil than progress.

Written for busy managers at all levels, Communicating Change offers specific prescriptions for effecting successful change centered around three guiding principles:

  • Conveying the message through supervisors
  • Communicating face-to-face
  • Making the changes relevant to each work area

    In addition, a variety of helpful forms, checklists, sample communications, and surveys help managers to quickly put these principles into action.

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From Our Editors

Any time your company decides to make a major organizational change - whether it's a new emphasis on customer service, quality management, restructuring, or downsizing - your job is to get the message through to your employees, and enlist their support and cooperation. If you don't, the changes you're trying to implement will inevitabl...

From the Publisher

When a company decides to make a major organizational change­­whether it's a new emphasis on customer service, quality management, restructuring or downsizing­­managers must get the message through to front-line employees, and enlist their support...or the changes will create more turmoil than progress.Written for busy managers at all ...

From the Jacket

Any time your company decides to make a major organizational change - whether it's a new emphasis on customer service, quality management, restructuring, or downsizing - your job is to get the message through to your employees, and enlist their support and cooperation. If you don't, the changes you're trying to implement will inevitabl...

Format:HardcoverDimensions:252 pages, 9.3 × 6.5 × 0.4 inPublished:January 22, 1994Publisher:McGraw-Hill Education

The following ISBNs are associated with this title:

ISBN - 10:0070364524

ISBN - 13:9780070364523

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Extra Content

Table of Contents

Part I: Communicate Directly to Supervisors.Target Supervisors.Don't Go Directly to the Front Line.Don't Trickle Down through Middle Management.Middle Managers: Improving Their Communication.Communicating Customer Service.Communicating New Technology.Communicating a Downsizing.Communication Training is Not the Answer.Making Supervisors Number One Priority.Part II: Use Face-to-Face Communication.If It's Not Face-to-Face, It's Not Communication.Video.Briefing Meetings.Company Newspaper.Suggestion Schemes.Employee Attitude Surveys.Putting Your Communication to the Test.Part III: Communicate Relative Performance of Local Work Area.Your Employees Don't Care About the Company.Communicating Quality: Better or Worse Than Competitor's.Communicating Quality: Looking In-House.Communicating Customer Service Performance.Stop Communicating Values.If You're the Boss, Communicate Performance.How to Communicate When Everything is Uncertain.

From Our Editors

Any time your company decides to make a major organizational change - whether it's a new emphasis on customer service, quality management, restructuring, or downsizing - your job is to get the message through to your employees, and enlist their support and cooperation. If you don't, the changes you're trying to implement will inevitably create more turmoil than progress. The challenge is how to deliver your message all the way through the ranks. A task made especially difficult when changes you are trying to communicate are unpopular. Now, here's a book that reveals to all managers how to implement important changes and make them work. This is not a theoretical book. it's advice from the trenches. Packed with checklists, sample communications, diagrams, surveys, step-by-step guidance. This book evaluates the real-life communication successes and failures experienced by many multinational corporations including: General Motors, Polaroid, Xerox, Hewlett-Packard, British Telecom, GE, and IBM.