Studies show that a great many employees do not know their
organization's goals, understand its challenges, or discuss these
subjects with their management or fellow workers. This is because,
although managers have learned how to do a great many things,
including engineer, manufacture, plan, market, and sell, they have
not learned how to manage the effective sharing of basic
information with their employees.
To address this widespread flaw in organizational communication,
"Management's Last Frontier: A Communications System to Focus and
Sustain a Culture of Achievement "presents a revolutionary internal
communications system, called Synchronous Communications Management
(SCM), that enables organizations to manage the flow of information
to, from, and among employees and management. SCM is the
quintessential tool for planning, organizing, coordinating,
measuring, and monitoring the flow of the right information to the
right audience, at the right time, and through the right channels.
The text is appropriate for a variety of college courses--including
those in management, personnel and human resources, organizational
behavior, organizational communications, and public relations--and
its inclusion in the curriculum will teach students how to manage
the flow of information in organizations.
"Management's Last Frontier" does not merely elaborate a theory;
rather, it details how SCM has already been applied at a variety of
organizations, what it accomplished, and how it can be copied. The
great majority of organizations try to communicate with employees
as a whole; however, employees and management have varying job
responsibilities, and their information needs vary accordingly.
Therefore, SCM identifies key audiences in an organization and
shows how to tailor the communications process for each one, and
how to measure the effectiveness of that communication.
The book also discusses a three-pronged change management process
in which an organization's strategic plan, culture management, and
communications plan are brought together to create and sustain a
culture of achievement. Examples, surveys, and bottom-line results
are included to show the effectiveness of the program.
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