What Makes A Company?

Both companies had done its share of pioneering. BA needs to be reorganized to have shared desires. This resulted in a financial crises and downsizing of employees (Jick & Peiperl, 2011, p. 35).

The person attending the press conference should be economical with the truth and avoid any figurative view of the company’s present situation. The downsizing must be covered by the new salary scale and benefits being offered to the employees and this time it should be portrayed as a turning point in the history of Weymouth Steel Corporation. Expected questions from the reporters must be prepared in advance before this conference in a brainstorming session of the top management.

The employees being laid off are major stakeholders as their means of living in jeopardy. In addition, as a result of the layoffs, the local economy will be effected. The culture of inclusiveness was one of the things that attracted Dennis to the company and the layoffs could seriously damage the institutions culture (Gentile, 2009).

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

While it was foreseen that the company would initially take financial setbacks because of the reorganization, it was not believed that the financial risks would be drastic. However, the impending report that Mr. Elesser has to present to the board will detail a net income that will be nearly 26 million dollars in the red for 2004 (see exhibit 2)3. The blunt force restructuring met resistance on numerous fronts. First of all, the various components of the company did not operate under the same uniformed leadership objectives. Each division was set up to look out for their own interests and markets. When the restructuring plan that focused on a more centralized management process, many of the things that worked for one division did not necessarily work for other divisions of the company. This left some divisions at a severe disadvantage. Another obstacle that worked against the restructuring was the employee unions in which the company had to deal. The unions were not on board with the various downsizing and restructuring methods. In addition, the company had to deal with a couple of different unions which posed a problem with negotiating tactics. Benefit costs were also a significant investment that did not hold up well under the auspice of restructuring.

New technology has lead to our customers handling their claims via the internet and by contacting our national call centres. Some areas of work have been contracted out to private industry in order to cut costs and provide a more bespoke service to customers. This has all resulted in a reduction of staff headcount in frontline offices and redeployment of employees to other departments or more recently the offer of redundancy packages.

he retail industry is in the middle of an unprecedented economic crisis. All retailers are trying to figure out how to cut costs, retain customers, conserve cash and more importantly stay in business. Recently, the National Retail Federation (NRF) polled readers of its SmartBrief asking them what was on top of their mind. Loss Prevention (LP) came in second only to the overall economy! It is no surprise given that every dollar saved from retail shrink is a dollar added directly to the bottom-line. Looking back in history, we have seen tough times like these are conducive for higher shrink numbers. This is mainly due to retailers cutting down

Have you or someone you know ever been replaced or laid-off from a job due to a downsizing? With technology becoming ever popular in today’s world chances are your answer to that question is YES. If you, yourself, have not been replaced there is a very high possibility that someone you have become acquainted with over the years has been. In this age of rapidly advancing technology, humans just simply are not needed to complete certain jobs as they have been in the past. Of course, there are still jobs available that a machine just simply cannot do but most jobs have since succumbed to modern technology and

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.

To the extent it affects them varies on the company. The products manufactured by companies can become non-useful or not as in-demand as they were before. The lack of productivity is another reason for downsizing. A last few deciding factors are the government deregulating certain industries and excessive overhead costs. Based on a 1997 survey by the American Management Association, the most often claimed reasons for downsizing are “organizational restructuring, business downturn, and reengineering of business processes.” However, downsizing basically comes down to one issue that all of these factors stem from, money. When a company does not have any money or not enough, it causes problems in the company. In Downsizing Without Disaster, Lynn Tylczak states that everything takes money, and without it a company cannot survive (4-7).

When organizational changes are announced, particularly when there is downsizing involved, employees generally divide into one of two groups: those who will attempt to control their fate and those who want to get out before the changes occur. The group taking control will usually dig in, increase their productivity, hit their deadlines and do everything they can to shine in front of their managers hoping they will sail through the changes with their job intact. The remaining employees cope with the changes by avoiding them. You may see these employees taking longer lunch hours, coming in later and leaving earlier or simply not

Reduced managerial staff by almost 1000 in order to flatten the management and empower the employees with more duties and authorities. (technology, 2015)

The reenergizing employees after a downsizing case study, explains the potential effects of downsizing a company, on both employees and the manager. Andrea Zuckerman is the editor in chief of Blaze and the person who must relay the message to the entire company. It is made clear throughout the case that Andrea does not agree with this downsizing and feels that it is wrong. However, due to the newspaper industry dwindling away and many people now reading the news from a mobile device, it must be done. Andrea’s biggest conflict is figuring out how to properly explain this downsizing to employees, as this is no easy task. The “new normal” that will be implemented consists of merging the five areas of reporting into either two or three. As said, explaining this situation to employees in a reasonable and understanding manner will be a complex task.

Downsizing; everyone has heard about it, talked about it, been a victim of it, or even had to implement it. Reports of downsizing occur frequently. I have repeatedly read the newspaper, watched the news on television, or listened to the radio and heard about mass lay-offs. There have been times that I have felt pity for the various people who lost their jobs, and there have been instances that I have not given it a moment’s consideration. I just thought, “I’m so glad it is not happening where I work!” Fate, it seems, is not without a sense of irony.

Organizations take proper precautions while downsizing, minimalizing potential risks that can occur. Trends show that firms try to announce downsizing activities well in advance and offer buyouts or retirement packages. Others try to reinvent positions and eliminate old meaningless positions. They attempt to eliminate a comparable amount of positions in all levels to keep a good balance and lean model. These practices are considered aspects of good downsizing strategies. However there are still firms that use mass layoffs and the sale of company assets to cover losses in an attempt to become more effective and efficient.