By Kenneth De Meuse, Mitchell Lee Marks

This publication must have been entitled "How To damage The Lives And households of dependable staff in a single effortless Lesson." turns out to me the knee-jerk response of such a lot businesses is to right away hearth group of workers whilst the enterprise stories a hiccup or a greater buck quantity can be had via a merger. do not pass judgement on a booklet through its hide? it'd be legal to not! what number professionals are prepared to tighten their own belts or alternate in that thick juicy steak dinner for a can of beef and beans? whereas such a lot who've learn this 'book' won't consider my opinion, we will agree that the majority of you studying this publish can have been laid off lately or are approximately get the crimson slip. loan funds are ignored, money reserves run dry, overdue accounts are stacking up, worry and fear devour your options day-by-day. i believe a greater suggestion will be to write down a booklet approximately how businesses can create enterprise via innovation and a powerful element to specialist integrity, retaining the simplest team of workers, price their humanity rather than measuring them as a legal responsibility at the stability sheet. whereas fact is truth, layoffs will be the final inn and attention will be given to people who have made that corporation nice long ago.

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Extra resources for Resizing the Organization: Managing Layoffs, Divestitures, and Closings (J-B SIOP Professional Practice Series)

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1, each of these events resulted in the experience of cumulative stress. By the time the involuntary reduction in force was announced, many employees had become numbed by the dizzying course of events. The workforce suffered an intellectual and emotional paralysis brought on by their saturated coping capacity. They were psychologically worn out, unable to take on the responsibilities involved in meeting new challenges, and unwilling to give a good fight. Shortly after the involuntary reduction in force, the company’s leadership team saw a genuine potential for financial growth, organizational success, and individual reward.

A middle-level manager from a consumer products company exemplified the control issue when he spoke with us during a interview a year after his company went through a series of resizings: I used to think that if I did my job well, completed my projects on time and in fine manner, I would be able to control my fate. That’s no longer true. I’ve seen other managers—people who clearly were good, if not excellent, performers—get the shaft. Now, my track record doesn’t count for anything. I’m at the mercy of some bureaucrat at headquarters.

On an organizational level, resizing presents the opportunity for renewal by abandoning outmoded perceptions and practices, contending with the trial-anderror learning required to establish new mental models and practices, and settling in on enhanced ways of doing things and 34 RESIZING THE ORGANIZATION expectations consistent with new organizational realities. Resizing provides both substantive and symbolic benefits to the organization. It locks in new and better ways of getting the job accomplished, and it sends a message to employees that there is opportunity and hope in the post-resizing organization.

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