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Download Agents of Change: Crossing the Post-Industrial Divide by Rafael Ramirez, Pierre-Eric Tixier, Charles C. Heckscher, PDF

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

This publication makes a speciality of the transition confronted by way of company agencies and their stakeholders as they flow from secure markets to open festival, and it explores how those adjustments might be facilitated by way of outdoor 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 nation Railways (Ferrovie dello Stato).

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

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There would be a living contract, allowing experiments and modifications between bargaining periods. The union would gain the ability to represent its members' interests before decisions were made that affected jobs. They could also expect the company eventually not to resist their organizing efforts in new units, but to maintain neutrality, refraining from criticizing the union during organizing campaigns. In 1998 with a new CEO, Mike Armstrong, and many new managers who had never dealt with unions, Maccoby recognized that the whole relationship was seriously at risk.

Hindsight, of course, can cast the book initiative in an entirely different light: the book initiative can be thought of as a political project. Was Necci following a Schimberni-inspired project of re-conquering a political game with business logics—or was he playing a political game? The consultants believed the former, as did many others: by 1993, Necci was universally admired across Italy as a visionary leader who could modernize colossal elephants and get them to dance. But later events would put this in question.

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. Furthermore, managers involved in WPoF reported that their style had become more participative; they were learning how to be coaches and facilitators.

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