Making change work
Corporate re-engineering efforts often fail because they do not involve a comprehensive communication strategy. Experience indicates that employees will form their own perceptions or, morely likely, misperceptions of the re-engineering effort if management does not provide direct, frequent and face-...
Gespeichert in:
| Veröffentlicht in: | Communication world (San Francisco, Calif.) Calif.), 1995-01, Vol.12 (1), p.23 |
|---|---|
| Hauptverfasser: | , |
| Format: | Magazinearticle |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | |
|---|---|
| container_issue | 1 |
| container_start_page | 23 |
| container_title | Communication world (San Francisco, Calif.) |
| container_volume | 12 |
| creator | Spiker, Barry K Lesser, Eric L |
| description | Corporate re-engineering efforts often fail because they do not involve a comprehensive communication strategy. Experience indicates that employees will form their own perceptions or, morely likely, misperceptions of the re-engineering effort if management does not provide direct, frequent and face-to-face communication with those affected by the change. Communication can best promote re-engineering programs if all the major stakeholders within the organization address four important issues. These are communicating the process for change, the need for change, the business case for change and the plan for change. It is imperative that these stakeholders understand what re-engineering is all about, why it must be implemented, how this will affect businss performance and how it will be accomplished. |
| format | Magazinearticle |
| fullrecord | <record><control><sourceid>gale_proqu</sourceid><recordid>TN_cdi_proquest_reports_210203871</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><galeid>A16509835</galeid><sourcerecordid>A16509835</sourcerecordid><originalsourceid>FETCH-LOGICAL-g2041-efdc12533ce8828c36bc526808ea27d9d96ea6f39b1c5c3b584220f7997c27d83</originalsourceid><addsrcrecordid>eNqN0D1PwzAQBmAPIFEKC7-gbAyN5I84tscqglIp0AGYI8c5m9AQFzsV_PxaKgOVOqAbTnrv0TvcGZpgkeeZKAi9QJcxfmCMGSNqgm6e9KYb3My868HB7NuHzRU6t7qPcP27p-jt4f61fMyq9XJVLqrMUZyTDGxrCOWMGZCSSsOKxnBaSCxBU9GqVhWgC8tUQww3rOEypxRboZQw6S7ZFN0eerfBf-0gjnWArQ9jrCnBFDMpSDLzg3G6h7obrB-DNg4GCLr3A9guxQtScKwk44lnJ3iaFj47c8rfHflERvgZnd7FWK9env9L5bI6ovNT1Pi-Bwd1emK5_sP3jRR6bg</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>magazinearticle</recordtype><pqid>210203871</pqid></control><display><type>magazinearticle</type><title>Making change work</title><source>EBSCOhost Business Source Complete</source><creator>Spiker, Barry K ; Lesser, Eric L</creator><creatorcontrib>Spiker, Barry K ; Lesser, Eric L</creatorcontrib><description>Corporate re-engineering efforts often fail because they do not involve a comprehensive communication strategy. Experience indicates that employees will form their own perceptions or, morely likely, misperceptions of the re-engineering effort if management does not provide direct, frequent and face-to-face communication with those affected by the change. Communication can best promote re-engineering programs if all the major stakeholders within the organization address four important issues. These are communicating the process for change, the need for change, the business case for change and the plan for change. It is imperative that these stakeholders understand what re-engineering is all about, why it must be implemented, how this will affect businss performance and how it will be accomplished.</description><identifier>ISSN: 0744-7612</identifier><language>eng</language><publisher>San Francisco: International Association of Business Communicators</publisher><subject>Business communication ; Business process reengineering ; Communication ; Corporate culture ; Employees ; Engineering ; Executives ; Management ; Managers ; Market shares ; Methods ; Organizational change ; Organizational communication ; Recommendations ; Startups ; Teams</subject><ispartof>Communication world (San Francisco, Calif.), 1995-01, Vol.12 (1), p.23</ispartof><rights>COPYRIGHT 1995 International Association of Business Communicators</rights><rights>COPYRIGHT 1995 International Association of Business Communicators</rights><rights>Copyright International Association of Business Communicators Jan/Feb 1995</rights><woscitedreferencessubscribed>false</woscitedreferencessubscribed></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>780,784</link.rule.ids></links><search><creatorcontrib>Spiker, Barry K</creatorcontrib><creatorcontrib>Lesser, Eric L</creatorcontrib><title>Making change work</title><title>Communication world (San Francisco, Calif.)</title><addtitle>Communication World</addtitle><description>Corporate re-engineering efforts often fail because they do not involve a comprehensive communication strategy. Experience indicates that employees will form their own perceptions or, morely likely, misperceptions of the re-engineering effort if management does not provide direct, frequent and face-to-face communication with those affected by the change. Communication can best promote re-engineering programs if all the major stakeholders within the organization address four important issues. These are communicating the process for change, the need for change, the business case for change and the plan for change. It is imperative that these stakeholders understand what re-engineering is all about, why it must be implemented, how this will affect businss performance and how it will be accomplished.</description><subject>Business communication</subject><subject>Business process reengineering</subject><subject>Communication</subject><subject>Corporate culture</subject><subject>Employees</subject><subject>Engineering</subject><subject>Executives</subject><subject>Management</subject><subject>Managers</subject><subject>Market shares</subject><subject>Methods</subject><subject>Organizational change</subject><subject>Organizational communication</subject><subject>Recommendations</subject><subject>Startups</subject><subject>Teams</subject><issn>0744-7612</issn><fulltext>true</fulltext><rsrctype>magazinearticle</rsrctype><creationdate>1995</creationdate><recordtype>magazinearticle</recordtype><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>BEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><recordid>eNqN0D1PwzAQBmAPIFEKC7-gbAyN5I84tscqglIp0AGYI8c5m9AQFzsV_PxaKgOVOqAbTnrv0TvcGZpgkeeZKAi9QJcxfmCMGSNqgm6e9KYb3My868HB7NuHzRU6t7qPcP27p-jt4f61fMyq9XJVLqrMUZyTDGxrCOWMGZCSSsOKxnBaSCxBU9GqVhWgC8tUQww3rOEypxRboZQw6S7ZFN0eerfBf-0gjnWArQ9jrCnBFDMpSDLzg3G6h7obrB-DNg4GCLr3A9guxQtScKwk44lnJ3iaFj47c8rfHflERvgZnd7FWK9env9L5bI6ovNT1Pi-Bwd1emK5_sP3jRR6bg</recordid><startdate>19950101</startdate><enddate>19950101</enddate><creator>Spiker, Barry K</creator><creator>Lesser, Eric L</creator><general>International Association of Business Communicators</general><scope>8GL</scope><scope>ISN</scope><scope>0U~</scope><scope>1-H</scope><scope>3V.</scope><scope>4T-</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>87Z</scope><scope>88K</scope><scope>8AO</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>BEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>F~G</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M2T</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope></search><sort><creationdate>19950101</creationdate><title>Making change work</title><author>Spiker, Barry K ; Lesser, Eric L</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-g2041-efdc12533ce8828c36bc526808ea27d9d96ea6f39b1c5c3b584220f7997c27d83</frbrgroupid><rsrctype>magazinearticle</rsrctype><prefilter>magazinearticle</prefilter><language>eng</language><creationdate>1995</creationdate><topic>Business communication</topic><topic>Business process reengineering</topic><topic>Communication</topic><topic>Corporate culture</topic><topic>Employees</topic><topic>Engineering</topic><topic>Executives</topic><topic>Management</topic><topic>Managers</topic><topic>Market shares</topic><topic>Methods</topic><topic>Organizational change</topic><topic>Organizational communication</topic><topic>Recommendations</topic><topic>Startups</topic><topic>Teams</topic><toplevel>online_resources</toplevel><creatorcontrib>Spiker, Barry K</creatorcontrib><creatorcontrib>Lesser, Eric L</creatorcontrib><collection>Gale In Context: High School</collection><collection>Gale In Context: Canada</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ProQuest Central (Corporate)</collection><collection>Docstoc</collection><collection>Access via ABI/INFORM (ProQuest)</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>Telecommunications (Alumni Edition)</collection><collection>ProQuest Pharma Collection</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>eLibrary</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Business Premium Collection (Alumni)</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Telecommunications Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><jtitle>Communication world (San Francisco, Calif.)</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Spiker, Barry K</au><au>Lesser, Eric L</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Making change work</atitle><jtitle>Communication world (San Francisco, Calif.)</jtitle><addtitle>Communication World</addtitle><date>1995-01-01</date><risdate>1995</risdate><volume>12</volume><issue>1</issue><spage>23</spage><pages>23-</pages><issn>0744-7612</issn><abstract>Corporate re-engineering efforts often fail because they do not involve a comprehensive communication strategy. Experience indicates that employees will form their own perceptions or, morely likely, misperceptions of the re-engineering effort if management does not provide direct, frequent and face-to-face communication with those affected by the change. Communication can best promote re-engineering programs if all the major stakeholders within the organization address four important issues. These are communicating the process for change, the need for change, the business case for change and the plan for change. It is imperative that these stakeholders understand what re-engineering is all about, why it must be implemented, how this will affect businss performance and how it will be accomplished.</abstract><cop>San Francisco</cop><pub>International Association of Business Communicators</pub><tpages>4</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0744-7612 |
| ispartof | Communication world (San Francisco, Calif.), 1995-01, Vol.12 (1), p.23 |
| issn | 0744-7612 |
| language | eng |
| recordid | cdi_proquest_reports_210203871 |
| source | EBSCOhost Business Source Complete |
| subjects | Business communication Business process reengineering Communication Corporate culture Employees Engineering Executives Management Managers Market shares Methods Organizational change Organizational communication Recommendations Startups Teams |
| title | Making change work |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2024-12-29T14%3A11%3A10IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-gale_proqu&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Making%20change%20work&rft.jtitle=Communication%20world%20(San%20Francisco,%20Calif.)&rft.au=Spiker,%20Barry%20K&rft.date=1995-01-01&rft.volume=12&rft.issue=1&rft.spage=23&rft.pages=23-&rft.issn=0744-7612&rft_id=info:doi/&rft_dat=%3Cgale_proqu%3EA16509835%3C/gale_proqu%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=210203871&rft_id=info:pmid/&rft_galeid=A16509835&rfr_iscdi=true |