By Rafael Ramirez, Pierre-Eric Tixier, Charles C. Heckscher, Visit Amazon's Michael Maccoby Page, search results, Learn about Author Central, Michael Maccoby,
This ebook specializes in the transition confronted through enterprise businesses and their stakeholders as they circulate from safe markets to open pageant, and it explores how those alterations should be facilitated by means of outdoors interveners/agents. The 4 authors-two from Europe and from the United States-have labored individually as specialists with leaders of many businesses and unions dealing with those demanding situations together with AT&T, Lucent, Electricite de France, and the Italian country Railways (Ferrovie dello Stato).
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Extra info for Agents of Change: Crossing the Post-Industrial Divide
Its customers—in the sense of who pays for services: the State (more specifically the Ministry of Finance and the Ministry of Transportation, who financed much of its activity and under-wrote its capital expenditure); the country's regions, cities, corporations, and individual travelers, 2. its owner (the State, and more specifically, the Ministry of the Treasury), 3. its regulators (the State—more specifically the Ministry of Labor and the Ministry of Transportation; the European Union), 4. its workers and their representatives (unions), 5.
A report by AT&T labor relations quoted union leaders and managers testifying to improvements in their relationship and operating results. They noted that adaptation to new market conditions was now managed more rapidly. People close to a problem had become empowered to act. There was less resistance to change, because people understood the reasons for it. The AT&T Opinion Survey in 1996 showed that those employees who participated in WPoF teams scored higher than those not yet participating in 14 out of 15 categories, such as teamwork, understanding goals and objectives, workplace spirit and interactive empowerment.
Burlingame had moved on to another role, and there was a new vice president of human resources without experience with labor relations. 32 Chapter 3: AT&T: Cooperation is Not Enough Chapter 3: AT&T: Cooperation is Not Enough 33 Walk's error was to try to return to a vision of labor relations from a previous era, when it could dictate to the operations units. That had been her experience as a labor relations manager in the 1980s. She ignored the lessons learned during Ketchum's tenure, that operational VPs needed to be educated and persuaded to manage the union-management relationship with a more participative style.
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