Strategic restructuring

Article Abstract:

Many organizational restructuring efforts fail to improve productivity and profit because they are not based on business strategy. Despite the commonly held notion that structure should always follow strategy, only a few have a process for strategy-based restructuring at the business level, where most of the restructuring actually takes place. In this light, there should always be a clarification of strategy to ensure that the logic for decision making is not obscure and misguided. Strategy clarification transforms and unifies the viewpoint of those who are responsible for making the new structure become effective. HR managers should be aware of strategic restructuring and should participate in the process to maximize their potential and ensure the success of the restructuring initiative.

Evaluation, Human resource management, Organizational effectiveness, Corporate reorganizations

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Mentoring and irrationality: the role of racial taboos

Article Abstract:

Mentor-protege relationships in business are based on the identification of the mentor with the protege. Overviews of several case studies indicate that the mentoring process in the workplace is often hindered by irrational feelings emanating from racial differences and sexual taboos in US race relations. Typically, blacks and whites in mentoring relationships retreat to less intense ways of being together in response to these taboos. Corporations must recognize these conflicts and develop equal employment opportunity programs to help blacks and whites confront the racial taboos. Acknowledging these irrationalities is the first step in creating a supportive system that values and nurtures a pluralistic work environment.

Employment, Race relations

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Mentoring as an antidote to stress during corporate trauma

Article Abstract:

Mentoring can be used to relieve stress during periods of organizational change. Data were collected from 161 middle managers and engineers in the engineering department of a large manufacturing firm. Group interviews and questionnaires were used to collect data from the participants, who had little likelihood of career advancement. The results indicated that there was a positive relationship between attitudes toward mentoring and job stress; younger and older employees were more likely than mid-career employees to mentor others; and mentoring arrangements were more desirable under conditions of low job challenge, low job involvement, and corporate stress.

Research, Stress management

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