Leadership Model Paper
Introduction
Company A has been no stranger to the economic downturn these last ten years. As most of you know, we have seen shrinking profit margins, a shortening supply of material, growing operational costs as equipment ages to maturity, and increased transportation costs as fuel prices soar. Also, the last three years have brought significant amounts of competition to our area, where we were once the dominant player. Through all of this, Company A has persisted, and continues to work hard to provide excellent service to our customers, provide competitive pricing, work closely with suppliers, and provide the best working environment possible for our employees. However, though we have persisted, we have not done so profitably. The time has come for Company A to make some significant changes structurally. Surely everyone has heard rumors of downsizing, and unfortunately, those rumors are true. We have explored every avenue up to this point, but we cannot delay any further. The following letter describes the upcoming restructuring plan, including operational and managerial expectations. It saddens me that we were unable to find a better solution than downsizing, but it is my hope that our organization will pull through this obstacle with the same persistence and grace that it has hurtled them before.

Responsible Restructure
Unfortunately, throughout the last decade, Company A has seen a continuous fall in profit margins and ROA. This being said, we have experimented with several different approaches to counteract the problem, including: extensive training programs, to increase productivity and decrease loss; establishing a continuous learning program, through educational advancement and training seminars; and providing a performance based compensation system (96). Though these approaches seemed to improve employee satisfaction and