Image from page 247 of "Bell telephone magazine" (1922)
Title: Bell telephone magazine
Contributing Library: Prelinger Library
Digitizing Sponsor: Internet Archive
View Book Page: Book Viewer
About This Book: Catalog Entry
View All Images: All Images From Book
Click here to view book online to see this illustration in context in a browseable online version of this book.
Text Appearing Before Image:
This Pacitic Northweit Bell group ol sales managers and com-munications consultants typifies the three stages of organizationrenewal: recognition of the need, an educational effort, and acontinuing on-the-job program.
Text Appearing After Image:
ment began to formulate a training course that wouldeventually become the foundation of the organiza-tion development program. Into it, they incorporatedtwo main ideas. In 1963, they began to experiment with familytraining. Ed Sutton, AT&T management training su-pervisor, explains: Instead of training strangers atone level of management, or even unrelated groupsof different management levels, we decided to workwith two or three levels of management people withdirect reporting relationships — work teams — to-gether. Although we first feared that the presence ofthe boss would inhibit the freedom of his subordi- nates, this turned out to be wrong. This new approachpermitted the work teams to identify some of theproblems that existed on the job, problems that mightbe preventing team members from working at maxi-mum effectiveness. Secondly, the course itself was designed to pro-vide the teams with a set of common standards anda common language with which to discuss their prob-lems.
Note About Images
Please note that these images are extracted from scanned page images that may have been digitally enhanced for readability - coloration and appearance of these illustrations may not perfectly resemble the original work.