After the downsizing: building a resilient organization in a radical change environment

Article Abstract:

Firms that undergo reorganization, downsizing or restructuring are certain to go through a difficult transition phase. Employees often end up getting burned out, stressed out, overworked and paranoid as their thinking and development suffer. An organization that is striving to transform itself must seek structural integrity in its new form to be able to inspire its employees into embodying innovation, excellent quality and caring service. A resilient organization that is populated with the right people and led by ethical managers must emerge from any transformation.

Management, Corporate reorganizations, Reengineering (Management)

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Downsizing: a pervasive form of organizational suicide

Article Abstract:

Downsizing is usually included in restructuring efforts to enhance organizational operations, performance and strategic objectives. Downsizing emphasizes labor cost containment and headcount reduction and often generates financial rewards for both management and investors. It may, however, adversely affect an organization's long-term financial performance through the loss of good employees, increase of worker stress and decline of morale.

Organizational Methods NEC, Organizational change, Layoffs

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Do Americans have their minds set against TQM?

Article Abstract:

Deep-seated psychological factors are the reason why two-thirds of total quality management programs in the US fail to result in improvements. These factors are the mental models of thinking and behaving that pervade US corporations. The paradigms, which characterize the American mind-set, are individualism, competitiveness, problem-solving orientation, linear thinking, and control orientation.

Social aspects, Quality control, Beliefs, opinions and attitudes, Total quality management, Americans

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