Một cuốn sách lấp đầy một khoảng cách. Đây là một trong những cuốn sách hiếm hoi mà cung cấp các chuyên gia nhân sự với những hiểu biết không phải chỉ đến ngày từ một quan điểm kỹ thuật nhưng thực sự thiết thực và có liên quan trong một môi trường làm việc toàn cầu | 22 Managing Change and Transition 2. Create opportunities for employees to educate management about the dissatisfaction and problems they experience. In some cases top management is out of touch with weaknesses of the business or emerging threats things that frontline employees understand through daily experience on the factory floor or in face-to-face dealings with customers. If this is your company s problem find ways to improve communications between top management and frontline people. 3. Create dialogue on the data. Providing data is one thing. Creating dialogue on the data is something entirely different and more productive. Dialogue should aim for a joint understanding of company problems. Dialogue is a means by which both managers and employees can inform each other of their assumptions and their diagnoses. 4. Set high standards and expect people to meet them. The act of setting high standards creates dissatisfaction with the current level of performance. Complacency is a barrier to people are comfortable with the way things are they are oblivious to things that need changing. How complacent is your organization Table 2-1 details some signs of complacency to be on the lookout for. Challenge every one you see Rewards In exploring the subject of motivating change it is important to include some discussion of all fundamental changes in organizations involve some changes in the rewards system. Most people would agree that personal rewards act as a powerful invisible hand in altering behavior and encouraging change. Much academic research has reached what seems to be an obvious conclusion a well-aligned compensation system encourages more of the behaviors or outcomes you want and fewer of the behaviors or outcomes you hope to discourage. If you want a clear example you needn t look any farther than Nucor s steelmaking Are You Change-Ready 23 TABLE 2 - 1 Is Your Organization Complacent Signs of Complacency Examples No highly visible .
