Downsizing: making it work

Article Abstract:

Companies faced with excess manpower and declining profits usually resort to downsizing to resolve their problems. However, statistics show that most companies that implement downsizing fail to improve their finances. In the case of Boeing, it laid off around 60,000 of its workers only to face a manpower shortage in 1997. The success of a downsizing initiative depends on in-depth planning, dynamic leadership and effective communication. Such essentials were exhibited in Chrysler's restructuring plan.

Management Theory & Techniques, Employee Termination, Methods, Evaluation, Aircraft industry, Boeing Co., BA, Chrysler Corp., C, Employment terminations, Downsizing (Management), Corporate turnarounds, Turnaround management

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Lost in the shuffle?

Article Abstract:

Crucial to the creation of more responsive and innovative cars are proper organizational skills. Management must be able to complement business tactics with foresight for long-term goals and should encourage participation from all levels of the organization to accomplish ends. The decline of the automobile industry was caused by the inability to innovate and realize the opportunities implementing changes within the company can offer in upgrading the quality of products and services.

Industrial organization

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Not just a letter to Detroit

Article Abstract:

The problems of the automobile industry require broader solutions that call for the participation of the nation's leadership. Urgent social and industrial reforms in the areas of education, environment and energy are necessary to develop innovative yet ecologically sound and energy-efficient mass transportation systems. It is also necessary to institute tax reforms to create an excellent investment climate and generate funding for research and development projects.

United States, Social policy

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