Susan J. Ashford, James Detert
The article looks at the frequent need for middle managers to bring particular issues to the attention of higher-level executives or to convince them to adopt a certain changes. The authors outline obstacles mid-level managers often face and offer recommendations based on their research for communicating effectively in such situations, which they refer to as issue-selling. Topics include the decision over when to propose an idea, managing the emotions of both oneself and one's audience, and framing the issue in a way that matches the goals and perspectives of the executives making the ultimate decision.
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