Where the cadre sets the pattern: at A.T.&T. Credit, organizational snarls were tackled by the rank and file
Article Abstract:
AT&T Credit Corp, also known as AT&T Capital Corp, is the financing company for AT&T The credit institution is rearranging job titles, responsibilities and organizational arrangements, and has recently moved from Morristown, NJ to Parsippany, NJ. These changes, according to James D. McGrane, who heads the team responsible for much of the organization's new design, should result in a system that solves problems rather than passing them among employees. AT&T's success is seen as proof - despite academic doubts - that the Japanese process of bottom-up consensus management can work in an American context. AT&T Credit's reorganization is completely employee-designed. Its purpose is to develop an efficient system that serves customer needs and improves the poor worker morale. The new jobs are filled from all the employees; adjustments to the new system continue, but management and workers report great satisfaction.
Publication Name: The New York Times
Subject: News, opinion and commentary
ISSN: 0362-4331
Year: 1991
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Headhunting from a data base; computerized systems help find the right person for the right job - fast
Article Abstract:
Electronic data bases offer employers a cost-effective method for recruiting employees, and data bases can provide information faster than the conventional methods of advertisements, personnel agencies, executive recruiters and networking. Advertising for employees is inexpensive and may be quick but prospective employees that are not actively searching for another job are not reached. Personnel agencies can reach employed people but their process if often expensive and time-consuming. The $1.5 billion employee data base market varies in the ways it treats the client/candidate relationship. Some narrow the search to fill specific positions and others provide large files and offer frequent updates. Employers using electronic employee databases may require some computer sophistication to fully enjoy the advantages the service offers.
Publication Name: The New York Times
Subject: News, opinion and commentary
ISSN: 0362-4331
Year: 1990
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Less is becoming more at A.T.&T.; with bureaucrats in decline, workers are empowered to make customers happy
Article Abstract:
AT and T's downsizing from 373,00 employees in 1984 to 281,000 employees in 1990 has created a company that is more customer-orientated and less bureaucratic. The transition has required that the telephone companies steer its employees through several steps including counseling them on the loss of long-time colleagues, training them in new skills, empowering them to use those skills and rewarding those that make the transition. AT and T now offers profit sharing to all employees and evaluates its salespeople on customer appraisal and sales figures. The company has had to reassess priorities and realizes that changes in corporate culture will occur gradually over the next few years.
Publication Name: The New York Times
Subject: News, opinion and commentary
ISSN: 0362-4331
Year: 1990
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- Abstracts: Clammers and A.T.&T. battle under the sea and in the courts. Israel loosens telephone monopoly's grip; local phone and Internet service are opened to private investors
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