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THE COMMUNICATION LINK COMPANY INTRODUCES PEOPLE CENTERED ORGANIZATION (PCO) MODEL FOR CHANGING ORGANIZATIONS

 PALMYRA, N.J., July 1 /PRNewswire/ -- Preliminary research data suggest that if each of the seven dynamic systems of an organization is not congruent, any attempt to implement change will meet resistance, increase the cost of the change, add to the frustration level of management and employees, and hinder the delivery of affordable and high-quality customer service.
 The incongruencies effectively block significant organizational change, according to The Communication Link Company, a New Jersey-based consulting company specializing in managing change.
 The Communication Link Company (TCL) is introducing its people- centered model for changing organizations. The People Centered Organization (PCO) model is a radical departure from traditional views of people as organizational assets. In its simplest form, PCO asserts that people are the core of every organization and that management's role is to supply them with the tools, knowledge, and resources to accomplish the company's mission.
 TCL uses PCO as a framework to assess organizational health, readiness to change, and most importantly, as the basis of a methodology to implement change. TCL has used the PCO framework over the last three years to successfully manage change in small manufacturing concerns and departments of Fortune 500 companies. Typically, companies that learn and use a PCO-based approach find that the speed and success of change increases because the managers and the employees support the change.
 TCL is conducting exploratory research to validate the PCO framework. Results were recently presented to the Human Resource Planning Society's bi-annual Research Symposium. Results indicate that:
 -- Managers and employees tend to perceive the same strengths and weaknesses in the organization.
 -- Reporting relationships and reward systems are often incongruent with the organization's philosophy. For example, senior management might talk about the need for teamwork, but the organizational structures and rewards for work do not support teamwork.
 -- Organizations tend to suppress disagreement upward, discouraging or actually preventing subordinates from disagreeing with supervisors or communicating bad news to management. The suppression of upward disagreement seems to reinforce existing incongruencies between the organization's philosophy and its hierarchy and reward systems, effectively blocking change.
 /delval/
 -0- 7/1/93
 /CONTACT: Kathy Crowley of The Communication Link Company, 609-786-9355/


CO: The Communication Link Company ST: New Jersey IN: SU:

JM-LJ -- PH015 -- 7719 07/01/93 12:11 EDT
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Date:Jul 1, 1993
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