Lean, mean and demoralized

Article Abstract:

Companies that undertake internal reorganizations for the sole purpose of increasing profits are likely to induce demoralization among those employees that survive the downsizing initiative. This demoralization can bring about many negative after-effects that eventually harm a company in the long-term. Among others, poorly thought-out redundancy programs can bring about sharply reduced employee loyalty among survivors, a deepening cynicism over corporate objectives and heightened job stress levels linked to concerns about job security. To avoid such a situation, companies that are forced to downsize must pay close attention to the change management process and should heed employee concerns by providing adequate information about the layoffs being planned. In particular, attention must be paid to the task of winning back the confidence and trust of employees who survive the layoffs.

Psychological aspects, Usage, Organizational change, Employee morale, Layoffs, Downsizing (Management)

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Do the right thing

Article Abstract:

The success of a company seeking to expand into new international markets depends on the amount of ground work covered by management teams in learning about the difference in culture where business is concerned.

Management, Business, Foreign investments, International aspects

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"The vision thing"

Article Abstract:

The lack of vision in the business climate of 2000 is discussed, with focus on how much of the UK infrastructure was founded by people with insight, and how rarely these qualities are found now.

Infrastructure (Economics), Innovations, Column, Beliefs, opinions and attitudes, Chief executive officers

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