Golden Oldies: an antidote to faddism

Article Abstract:

A management consultancy notes the drive for new approaches to effective management. However, it maintains that it has achieved success through the application of older models including the content and process model, which reveals different aspects of decision-making, the FIRO model of group behaviour and development, and the Johari Window model, which encourages direct communication. It has used the models to facilitate more effective working relationships in a range of environments, including North Sea oil platforms and financial services.

Employee Communications, Business consultants, Management consultants, Business communication, Organizational communication

---

Pain and loss in organisations

Article Abstract:

Employees' responses to business change follow a recognized pattern of response to loss. Responses begin with shock and move on through stages of mourning and recovery to eventually reach a time of acceptance. Strategies which managers can apply to help employees undergoing organisational change include the provision of opportunities for talking, the provision of current information where possible, and the appointment of a change manager to answer questions from individuals.

Employee Problems & Counseling, Employee counseling, Change, Change (Philosophy)

---

Similar abstracts:

• Abstracts: Controlling the interface in a global service company. Self-development: the role of HR professionals in making it work
• Abstracts: A model of factors affecting the treatment of disabled individuals in organizations. Narcissism, identity, and legitimacy
• Abstracts: Estimating the tradeoff between resource allocation and probability of on-time completion in project management
• Abstracts: Supplementary pension coverage in Britain. Transfers in Spanish state retirement pensions. Income support and staying in school: what can we learn from Australia's AUSTUDY experiment?
• Abstracts: Could ABC threaten the survival of your company? ABM at Lawson: beyond the technology

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.