Case Analysis: Bunga Raya Bank

Due to the recent economy situation and ever challenging business environment, for the whole of last year, the company recorded cost hike and sales decline. This has impacted the bottom line (profitability) of the company. The top management sees that urgent action plans need to be put in place for continuous survival of the company.

Companies can just settle for fewer profits by absorbing the increase cost of their current labor supply instead of dismissing workers. This is one method might be the least popular method and the least used by firms. Using this approach decreases the company’s net profit. This method should only be used by firms in a strong financial position and there is no other approach that can be used.

* Downsizing: Reduction of the business portfolio by eliminating products and businesses units that aren’t profitable.

This strategy helps us cover the revenue shortfall. Based on the spreadsheet the compensation categories, including salaries and wages, account for 60% of the spending reductions. As a matter of fact, we hired 10,000 employees in 2015 with the high salary, which caused the revenue shortfall. Now, we need to reduce our employees number to 9000 to cover the revenue shortfall. We know how difficult this news may be, but we know that we have to act under cost savings in the coming months and years. I believe that this budget is a vital and responsible action in the short time to manage the immediate required budget shortfall as well as enable us to prepare for the uncertainties of the

To maintain the excellent services and infrastructure enjoyed by the City of Urbanopolis, it is vital to ensure that the budget meets the demands of these services and infrastructure. Since most of the budget is tied up within labor payments, this should be the first focus of restructuring in terms of budget. It is therefore important to find a way to better balance the budget so that vital equipment and infrastructure requirements can be met. The request for new computer equipment, for example, has been denied, and the department is obliged to work with second-hand and/or outdated equipment. This, in turn, affects the way in which the department is able to function, which is not effective or acceptable in the long run. Several positions have been identified for elimination in the new financial year. However, my policy for restructuring human resources budgets is to match the skills and enthusiasm for each job description with the potential elimination of the position. Hence, my policy will be to change the description and statuses of some positions to maintain employees who have shown themselves to be worthy of their positions while either negotiating with or eliminating the positions of those employees who have not.

A formal notification document, distributed from the Manager, by the way of an email to all employees of the business, is to distil an honest and concise rationale for the need of restructuring, and for the layoff of some staff to occur. This document will consist of the detailed reasoning, and include the history behind the current restructure. Also included will be the business vision, goals & objectives, and the outlook towards redevelopment and future growth. It provides an explanation on, how all efforts to prevent staff reduction were exhausted, and shows a positive perspective for the remaining staff to value. There is a statement included, of the time for the anticipated changes to occur, and notification of the resources made available to the affected staff for implementing support. Furthermore provided, are contact details for any staff queries and for more information as required.

The layoffs are at the heart of the problem affecting the hospital. From the CEO’s perspective, the layoffs are a response to decreased revenues where the facility has to reduce its expenses to stay in operation. In the case of the operations director, the layoffs are a cost-cutting measure and an appropriate response to reduced activity in the hospital. However, the employees are likely to interpret the situation as a lack of proper management or concern for their welfare (Sobieralski & Nordstrom, 2012).

‘You are the owner of small editing company. You have ten employees working for you. Business has been slow and the bills are piling up. You have done just about everything you can to cut costs but you are still unable to pay the bills. You do not want to close the business. You have done some number crunching and you found that by reducing your workforce from 10 to 6 you can pay your bills and remain profitable.’

Case Analysis: Alpen Bank The main issue that Alpen bank is facing is whether or not they should launch the credit card business in the Romania market and which group of target audience they should select while applying the launching strategy. Moreover, specifically to Carle, he needs to come up with a program from which, Alpen bank can generate at least €5 million in profit within 2 years. Moreover, clarified positioning strategy and customer segmentation is also needed to secure the success of the program. In the case, it seemed that Alpen had the opportunity to act since economic environment in Romania had changed from 2006 after its entering into the EU: the economy there was developing; a

“You have one job,” rings in my ears as I leave the hiring office of LOCOLA Credit Union Bank after accepting their job offer of District Manager over ten branches. In the coming days, I work on this paper to identify, analyze, and explore the leadership and communication issues within the district and among the supervisors and employees. Within this analysis, I will also devise strategies to overcome these problems; and create an environment that seeks to develop leaders, support diversity, and encourage open communication based on effective team relations.

SBI’s activities. This might happen again in the future if the employees are not taken

Downsizing is never easy on the Human Resource department. In fact, if not handled properly, it could be detrimental to the overall organization. Here are some challenges that come along with downsizing: Addressing the shifting morale and needs of the surviving employees, maintaining the productivity and profitability of the organization, and retaining skilled, and qualified employees.

A corporation needs to have a strategic plan in place in order for them to be able to implement a downsizing. There are many pros and cons to downsizing and it has a ripple effect on everyone in the corporation. Depending on the planning of the downsizing, one of the big issues to decide on is how to choose who will be terminated. For example, do you go by seniority, a percentage from all departments, an entire department, or by job level or position? These are major options that need to be addressed before anything happens. Most corporations today exist less for the well being of employees than they

Century National Bank has offices in several cities in the Midwest and the southeastern part of the United States. Mr. Dan Selig, president and CEO, would like to know the characteristics of his checking account customer. To better understand the customers, Mr. Selig asked Ms. Wendy Lamberg, director of planning, to select a sample of customers and prepare a report. To begin, she has appointed a team from her staff and the team has selected a random sample of 60 customers. All the information gathered is tabulated in the table below:

Downsizing has become a commonplace strategy for organizations to adopt in an effort to cut costs, eliminate redundancies, and streamline organizational systems. Over the last 15 years, many organizations have engaged in downsizing more than once. Most companies have learned from the mistakes of the past, but some companies are still trying to use the same tactics today that were used in the mid 1980s, that leave employees reeling.