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Get Agents of Change: Crossing the Post-Industrial Divide PDF

By Rafael Ramirez, Pierre-Eric Tixier, Charles C. Heckscher, Visit Amazon's Michael Maccoby Page, search results, Learn about Author Central, Michael Maccoby,

This e-book specializes in the transition confronted by way of enterprise companies and their stakeholders as they stream from safe markets to open pageant, and it explores how those alterations will be facilitated through open air interveners/agents. The 4 authors-two from Europe and from the United States-have labored individually as experts with leaders of many businesses and unions dealing with those demanding situations together with AT&T, Lucent, Electricite de France, and the Italian nation Railways (Ferrovie dello Stato).

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Extra info for Agents of Change: Crossing the Post-Industrial Divide

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Maccoby helped to get nine councils started. ) Maccoby facilitated the design of ideal futures and using gap questionnaires developed knowledge of how far the group was from their ideal future and agreement as to the steps needed to close the gaps. It became clear that due to new technology and market pressures, the company was continually changing its management processes. For the union to participate in these changes, which affected members' jobs, union members had to join process design teams which would then evaluate change according to the ideal future.

That way union representatives would have equal status and authority with management. Also, they designed leaderless teams which made suggestions to this parallel council, but the suggestions were not always adopted by line management which still had the real authority. That these teams tended to propose hygienic changes, such as flexibility in working hours or recognition programs, was to be expected. The workers and union leaders lacked the knowledge and clout to influence process changes or job design.

Was this a political first step toward breaking up the company? In any case, Necci made it clear—without laying out details—that structural changes were politically risky at this time, and were he to proceed with these, his future could be on the line. And so, Necci requested what he called "a soft landing" in terms of the changes that had been discussed—that is, he wanted to avoid a radical break from the status quo. He sought a new bridge between strategy and operations—one that would not be seen as disturbing power relations in the company.

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