Để đảm bảo chất lượng và độ chính xác, khối lượng mỗi chặt chẽ được xem xét bởi một cố vấn nội dung chuyên môn từ một thế giới kinh doanh lớp học. Cho dù bạn là một người quản lý mới quan tâm đến mở rộng kỹ năng của bạn, điều hành có kinh nghiệm tìm kiếm một nguồn tài nguyên cá nhân, những cuốn sách này theo định hướng giải pháp cung cấp câu trả lời đáng tin cậy ở trong tầm tay của bạn | 22 Managing Change and Transition 2. Create opportunities for employees to educate management about the dissatisfaction and problems they experience. I n some cases top management is out of touch with weaknesses of the business or emerging thrttwtisgs that frontline employees understand through daily experience on the factory flor or in face-to-face dealings with customers. If this is your company problemfind 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 change. When people are comfortabl with the waythings are they are oblivious to things that need changing. How complacent is your organization Table 2-1 details some Sigi 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 rewards. Almost all fundamental changes organizations involve some changes in the rewards system. Me people would agree that personal rewards act as a piiwtfble hand in altering behavior and encouraging change. Much academic research has reached what seems to be an ot OUS conclusion a well-aligned compensation system encourag more of the behaviors or outcomes you want and fewer of the behaviors or outcomes you hope to discourage. If you want a clea example you neednlook any farther than Nucter steelmaking Are You Change-Ready 23 TABLE 2 - 1 Is Your Organization Complacent Signs of Complacency Examples No highly visible crisis. The company is not .
