File:Bell telephone magazine (1922) (14569532300).jpg

Identifier: belltelephonevol3132mag00amerrich (find matches)
Title: Bell telephone magazine
Year: 1922 (1920s)
Authors: American Telephone and Telegraph Company American Telephone and Telegraph Company. Information Dept
Subjects: Telephone
Publisher: (New York, American Telephone and Telegraph Co., etc.)
Contributing Library: Prelinger Library
Digitizing Sponsor: Internet Archive

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-to-day life of That means along existing chan-nels, then? Right, you reply, Like induc-tion and training, and day-to-day su-pervision. Now let me get this straight.You want the information in theseactivities to reflect what employeesare interested in as well as what man-agement wants them to have? Yes. You realize that leavesout a thing or two, but its the mainidea. That means we have to be sureabout what employees really want? You nod. But dont we know that already?Arent we passing out informationall the time? Sure. You may be doing exactlywhat were talking about. But, youpoint out, there are many indica- our bus mess How Do You Go About It? The first questionthey would be likely toask you might well bethe $64 one: The ap-proach sounds reason-able, but how do yougo about doing it? Well, its obvious thatno concept can earn aplace in our businessunless it will fit the pat-tern of our normal op-erations. So youd beon safe ground to an-swer the question with,Just like any new prac-tice.
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134 Bell Telephone Magazine AUTUMN 1- tions that not everyone is doing it.And if you have sat in on a non-man-agement meeting and heard peoplediscuss freely what they want toknow, you would be able to back thisup with plenty of specifics. Hmm, muses y o u r friend.Well, all right. I guess I can seewhat youre driving at—fit it intoour normal operations. Will thatdo it? When you realize how powerfulinformal channels of communicationare, your own experience will leadyou to reply, Just fitting it into nor-mal operations isnt enough. Super-visors in their day-to-day contacts doa lot of talking about the business.If they dont have the employee in-formation point of view, the materialthey pass along isnt likely to take.Weve all had to become safety su-pervisors, havent we? Why not in-formation supervisors? Now, wait a minute, says yourfriend in alarm, Were up to ourears already. You took on safety, didnt you?you ask. Thats different. Thats tangi-ble. Youre talking now about some-thing much

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