Reaching and Changing Frontline Employees  

Oleh:

Larkin, Sandar ; Larkin, T. J.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 74 no. 3 (1996), page 95-109.
Topik: employee; change management; communication; line & staff management; organizational change; supervision

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.11 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Planning a major change in your organization ? If so, chances are you have arranged a huge rally, rousing speeches, videos, and special editions of the company paper. Stop. This sort of communication is not working. If you want people to change the way they do their jobs, you must change the way you communicate with them. Drawing on their own research and the research of other communication experts from the past two decades, the authors argue that senior managers - and most communication consultants - have refused to hear what frontline workers have been trying to tell them : When you need to communicate a major change, stop communicating values, communicate face - to - face, and spend most of your time, money, and effort on frontline supervisors.

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