Change in The Bell System  

Oleh:

Barnes, Zane E.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: The Academy of Management Executive vol. 1 no. 1 (Feb. 1987), page 43-46.
Topik: bell system; Southwestern Bell; Bell Companies; Bell System
Fulltext: AA4_01-01_Zane E. Barnes.pdf (875.23KB)

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Perpustakaan Pusat (Semanggi) Nomor Panggil: AA4 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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According to Barnes, the CEO of Southwestern Bell, managing organizational change is a topic American business needs to examine and understand because fundamental change will be the order of the day for the foreseeable future. And, obviously the company that can adapt its culture to change, quickly and successfully, will have a powerful competitive advantage.” With divestiture by AT&T of its regional companies, for Southwestern Bell 2,000 major activities had to be managed for the company to become a singular corporation. Metaphorically, Barnes states that it “was like taking apart and reassembling a jumbo jet while in flight.” Similar to Beck, Barnes casts his view of change within a corporate culture context. Being in a telecommunications business, senior management at Southwestern Bell relied heavily on their technology via satellite to communicate information about the change with their 55,000 employees in 57 locations. Using the concept of quality of working life as the overall rubric, Barnes and his colleagues have stressed intrapreneurial behavior and participative management as key elements of the new culture. And, similar to B of A, they have used financial incentives to reinforce these behaviors.

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