PHL320 Re-organization and Layoff Paper Team B
PHL320 Re-organization and Layoff Paper Team B
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Date Created: 11/14/15
1 Reorganization and Layoff: Issue and Problem Identification Paper Denise Ketchum, Heather Sealy, Juliette White PHL/320 May 18, 2015 Todd Goodling 2 Reorganization and Layoff: Issue and Problem Identification Paper When it comes to downsizing, reorganizing and layoffs, it does not matter the how and whys of the methods, it will always be hard and difficult on the employees that have been affected. All management and companies sometimes have hard decisions to make for what they see or perceive as the best interest for their companies, and for the employees that are staying. It has to do with the health of the companies. One question would be how to deliver the bad news? What would be the most effective situation or way to deliver the bad news, and will we be able to make a bad situation good at all? Issues & Problems One of the main issues in this article is that the person who wrote it believes that these companies are not approaching downsizing and the layoffs appropriately. He is not giving facts, but his own opinions. There are some good points and relevant points, but there is no focus except on one facet instead of looking at the entire issue fully. The importance is the approach that the management needs to take. It would seem that the author believes that it is an important focal point, but in our opinion it just does not seem to make sense. There are so many different emotions involved in the process, and most people can be really unpredictable on how they will act or react to the situation. There is no right way to prepare for this type of situation because everyone handles bad news differently. The underlying problem is figuring out the best way to go about laying off the employees. There are many ways to do it. The question would be why are they not doing what is best not only for the employees that are being laid off, but for the employees that are left behind to pick up the pieces. Some companies have programs set up to help the employee transition into 3 a new career/job, or they offer them a severance package. No one ever wants to be the bearer of bad news, but in some cases it has to be done. Management should try to the make the situation as relaxed as possible, and not come off as rude or inconsiderate. Getting laid off is a stressful situation and it should be handled delicately. Defining the Problem The team had many differences of opinion when it came to the problems at hand but when it comes down to the end all the opinions had to do with the same concept and problem. When companies let go of their employees, they first need to take a look into what would be the proper training in order to be better prepared for the laid off employees emotions; and problems that will arise in the future for both the laid off and existing employees. Another problem would be that they do not try to find solutions and ways to assist with the changes that are happening in these people’s lives. Conclusion Many people assume that they know the extent of the problem or issue at hand. However, jumping into a solution before really understanding the problem can cause more harm than good. Without clearly defining the problem at hand, a company could either take a too narrow, or too broad approach to a solution. A too narrow approach may be restricted or uncreative, whereas an approach that is too broad may be seen as irrelevant to the business model. In the opinions of our team it would seem that structure is needed and when there is no structure than it would be just opinions, which in turn would be an isolated and a separated moment. Just like in the article the companies problem is that until a structure is found and applied the problems and the issues will continue to be just what they are, opinions. They issues 4 will continue to circle one another like a dog chasing his tail. In either case not clearly defining the problem can result in loss of time and effort on the part of mangers, which then translates into a loss of profits for the company. 5 References Bouw, B. (2013, June 28). Mismanaged layoffs can go 'horribly wrong'. The Globe and Mail, B.14. Martin, J. (2013, November 3). Layoff plan moves forward at GE Transportation. McClatchy Tribune Business News, n/a.
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