of dilemma which may turn into a disaster for the company. However‚ given the situation if the top management is able to inspire its employees (who survive this downsizing) with a vision and hope for the rejuvenation of the company; this dilemma can easily become a pivotal time for its success. Once the bad news is broken and the downsizing process starts‚ stress is inevitable; for both the employees who will be terminated and the ones who survive this event. Therefore I believe a single stage announcement
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CSME‚ FTAA and WTO. This global economy is now characterized by a competitive business environment which posits several opportunities and threats including massive influx of imports‚ competition‚ rationalization‚ new technology‚ delayering of some top management and downsizing of employees. All these function to undermine the efficiency of scientific management and thus enabling Caribbean organizations to compete and survive within this new environment. Scientific management worked relatively well
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THE IMPACT OF ORGANISATIONAL DOWNSIZING: PYSCHOLOGICAL DYNAMICS ON SURVIVING MANAGERS Alicia S.M. Leung and Ludwig M.K. Chang Hong Kong Baptist University The First International Conference on Critical management studies University of Manchester July 14-16‚ 1999 Conference Steam: Organisation Studies Correspondent address: Alicia S.M. Leung‚ Ph.D. Department of Management School of Business Hong Kong Baptist University Kowloon Tong Hong Kong Tel: (852) 2339-7560 Fax: (852) 2339-5583
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Sample Selection * Research Methodology * Data Collection * Independent Variable * Dependent Variable * Hypothesis testing * Result of Research * Selection of Alternative Htpothesis * Measurement of downsizing * Effect of Downsizing * Analysis through Pie chart * Conclusion * Reference ACKNOWLEDGMENT All acclamation to Allah who has empowered and enabled us to accomplish the task successfully First of all we would like to thank our Allah Almighty
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degree at LSE and have taken up a position as a management consultant. One of your first assignments is to plan and implement a downsizing programme for a small retail chain that employs 90 workers; 10% of these employees are to be made redundant. How can you use the research on organisational justice to 1) decide whom to lay off‚ and 2) minimize negative outcomes of the downsizing process? With the increasing competition in today’s globalized market‚ lowering costs to maintain profits or to survive
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time slump in the steel industry)‚ the management has decided to go for downsizing of the salaried workforce. The chairman of the board Carl Weymouth and the management realized the sensitivity of the task‚ however‚ if the management is able to inspire its workforce with a new vision and hope for future success; this dilemma can easily work as a catalyst for company growth. But once the management will speak out the downsizing news to its employees‚ the challenge to reduce the arising stress will
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developing new capabilities Reasons for Restructuring: Changed Nature of Business Downsizing New work methods New management methods Quality management Technology Finance related issues Increased Market Power Market Power exists when a firm is able to sell its goods or services above competitive levels or when the cost of its primary or support activities are lower than those of its competitors. Restructuring Strategies: Downsizing Down scoping Leveraged buyouts. Cost of New Product Development and Increased
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No one can disagree that the timing of the conversation with Lisa Peele was not ideal‚ however one can argue that Jennifer had access to confidential information as evidenced by her removal of the letter that contained the recipe for Ever-Gold and concocted her pregnancy allegations to coincide with her discharge from the company to appear as discriminatory on the part of Greene’s in order to secure her position within the company. While “at will employment is not the sole focus here it should be
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Table of Content: Executive summary…………………………………………………………………………2 Report to the CEO Problem 1: downsizing the 65 employees into 55………………………………….4 Suggested options and recommendations for the downsizing issue………………..5 Problem 2: Shutting down the Kandy plant and moving the cadre to Colombo……7 Suggested options and recommendations for the issue…………………………..…9 Problem 3: Modernization of the operational process at Colombo…………………11 Suggested options and recommendations for the issues related to……………
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Internationalization of Indian Organizations – Organizational culture challenges Global Arena : Motivation for expansion The chief reasons why companies set foot on foreign soil are:- * Economies of scale * Economies of scope * Availability of production factors at a lower cost : cheap labor‚ cheap raw materials Economies of scale imply‚ through expansion of operations the company can derive economies of scale‚ by getting access to a larger resource base like increased capacity
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