...they don't live in fear," he says (“Mismanaged layoffs can go 'horribly wrong',” 2013). Managers tend to come off a little rude when terminating or laying off employees. Another solution would be consider whether or not the loss of the employee is necessary. Instead of laying off employees companies can place that employee in another section of the company that he/she has the skills to do and the position is open. Doing this allows the company to have fewer contracts or cutting wages. Managers also tend to talk too much or not talk enough which can sometimes come off to an employee as uncaring. Knowing what to say and how to say it should also be something managers should think about when having to terminate or layoff employees. Employers must also follow the law when terminating or laying off employees. Sometimes managers terminate employees based off of emotions and feelings towards that individual being laid off or terminated. Under the Canada Labor Code, which covers federal employees, an employer has to provide at least two weeks' notice in writing or two weeks wages to terminated employees after three consecutive months of employment, according to Human Resources and Skills Development Canada. Workers with at least 12 consecutive months of continuous employment also qualify for severance pay. The rules vary by province for the rest of the work force, including whether or not the employee belongs to a union. (“Mismanaged layoffs can go...
Words: 662 - Pages: 3
...Whether it’s termination, where the employee’s job is eliminated, or a layoff, where the employee loses the job for a certain period of time, a company’s way of handling it can have consequences long after the former staffers have left the building with their person belongings. When the decision is made whether to layoff or terminate an employee some managers have not been properly trained to have the unfortunate discussion with the employee that must take place to explain the company’s overall decision. Keep in mind that the aftermath of employee terminations and layoffs also effect the surviving employees. Companies need to acknowledge that the individuals still employed may be left feeling fearful of losing their jobs and that it is important to explain the reasons for the layoffs or terminations companywide with compassion and transparency. Companies also need to remember that they have to follow and respect the law when terminating and laying off employees. Our team agrees that the problem presented in the article, “Mismanaged layoffs can go ‘horribly wrong’,” is the lack of proper management training provided by the organization and proper preparation when it comes to employee layoffs or termination. All organizations as well as management at one time or another will be or have been faced with hard decision to amplify based on what they see or recognized as the best interest for their organization and the employees that are staying on the team. Laying off employees is...
Words: 1052 - Pages: 5
...Re-organization and Layoff: Issue and Problem Identification PHL/320 Re-organization and Layoff: Issue and Problem Identification In Week Two, Team D discussed the article Mismanaged layoffs can go ‘horribly wrong’ (Bouw, 2013.) The initially chosen focus of the group discussion was the potential ramifications of poorly handling the conversation terminating the employee. Reflecting on the article through further group discussion, and realizing the scope of the team’s initial impression is limiting the problem to a small component of the larger issue, Team D asserts the broader issue is that employers often turn to downsizing as the go-to method of cutting costs. Experts in the Bouw article provide evidence that knee-jerk layoffs to appease shareholder are often a mistake and cite why. Through the collaborative process of discussion, the team benefits from gaining confidence in the decision to change the focus of issue exploration from miscommunicating when firing to the drawbacks of layoffs. By clearly defining the problem that was not immediately apparent, Team D can now concentrate on discussing practical solutions for the broader underlying issue of unnecessary downsizing. Problem Identification The first step to successfully tackling any problem is identifying it. According to Dr. Henry Hornstein, downsizing within a company should be the last resort if cost cutting is necessary (Bouw, 2013.) He hypothesizes that it is approximately a 50 percent chance...
Words: 1026 - Pages: 5
...Re-organization and Layoff: Issue and Problem Identification Paper Team D: Keshia Simpson, Shaquia Brewer, Lamar Vargas, Lynne G. PHL/320 November 2, 2015 Professor Greg Reeves Re-organization and Layoff: Issue and Problem Identification There's always a problem in an organization that must be resolved. This paper will identify the problem, explain why this is an underlying problem, reflect on my groups collaboration process in defining the problem, and explain how a clearly defined problem can help find a solution. Collaboration Defining the Problem As we begin to collaborate on this article we tossed around several ideas of what we believe the problem is. One of the initial problems that we discussed was the lack of actual managers. It was discussed that there was not enough managers to properly manage companies, a lot of the problems were going unrecognized, and were unsolved therefore eventually leading to the company being forced to lay off due to the lack of business or other issues. After a company had been forced into layoff’s, the managers did not help the employee’s understand why. The improper handling of these issues can have a negative impact on the company overall. After we carefully examined this as an issue, we discovered that no matter how many managers a company has, the managers should be properly trained to identify issues, overcome problems, and in case of layoff’s they should be able to keep the company’s morale intact....
Words: 837 - Pages: 4
...Re-organization and Layoff Summary PHL/320 March 31, 2016 Timothy Woods Re-organization and Layoff Summary Being the manger or the supervisor in HR that is in charge of hiring and firing people can be really tough. When doing this job many try take personal emotions out of it, but for some the thought of ending another’s career, or the means of taking care of a family could be a tough pill to swallow. In reviewing this all team, A has come to many conclusions and slowly coming up with answers to the “hard questions” that must be solved… Summarizing the Issue The issue and the matter at hand is how to deal with downsizing from an organizations perception. A company or a business must deal with the difficult task of having to let go of certain employees but the question is, how? How do they implement a strategy about letting someone go when they have to be confronted with different reactions and different personalities? Being that all situations are different, there must be a variety of strategies that can be used in the downsizing process. What is the Problem? The underlying problem is not downsizing because after all a business will do whatever they feel is best for themselves. The underlying problem is what happens after the downsizing occurs. Our group acknowledged that downsizing can have a negative effect on employees and their morale. It can also have an effect on the employees depending on the organization’s methods of handling the situation. It is...
Words: 560 - Pages: 3
...Mismanaged Layoffs April Auld Cheryl Oaks John Curtis Phillip Bradshaw PHL/320 November 23, 2015 Mathew Hazlett Mismanaged Layoffs To summarize our teams discussion this week. We narrowed the discussion down to the way layoffs are executed within any company for the most part. We already agree that there are far too many layoffs in today’s economy. Therefore, the traumatic effects this will cause on the company. Including the individual’s and the workers that are left behind, is the real issue at hand. The aggressiveness or empathy levels of the situation never help. Larger companies have a better finesse about the separations from the company it is well planned with severance packages for the employees. No Matter how well planned it is still a shock to the system. Including all that is involved families and so forth. The fact is that there is no great way to separate anyone from their position. However, we all had our opinions on the solutions for this, using fewer contract workers, transferring staff from one department to another, hiring temp staff seasonally, offering pay cuts over termination. Setting up an alternative plan of employment, job fairs, offer classes in the severance...
Words: 427 - Pages: 2
...Mismanaged layoffs can go 'horribly wrong’. The effect of mismanaged LAYOFFs on the remaining workforce and the effects, lack of management preparation, the human condition, and lack of mitigation strategies. We think that the problem with this article is that not enough managers or HR personal, know how to let a person go from their employment effectively. They sometimes don't realize the impact that it has on the other employees’ morale. At times, companies don't investigate to ensure downsizing will be the answer to cutting costs like they think that it will. Every HR or manager should be let go in their lifetime so that they know what it feels like. I believe that this statement holds tremendous merit because the best lessons in life are learned through personal experience. In order to adequately communicate life changing messages of sorts, it should be done by a seasoned manager. We would be surprised to learn if any company has a layoff learning path that will coach and train the management staff for the firing of an employee.. It is imperative to be sensitive to the individual being laid off as this will impact their livelihood significantly. I do agree that other options much is explored such as relocating or wage cuts before making the decision to lay off people. The Problem Layoffs create uncertainty in the workforce causing loss of productivity in remaining the remaining workforce. The article addresses that a manager's approach is paramount; we...
Words: 634 - Pages: 3
...Re-organization and Layoff Team Discussion & Summary Team B PHL/320 2/23/2015 Wayne Moore Mismanaged layoffs can go 'horribly wrong.' The effect of mismanaged LAYOFFs on the remaining workforce and the effects, lack of management preparation, the human condition, and lack of mitigation strategies. We think that the problem with this article is that not enough managers or HR personal, know how to let a person go from their employment effectively. They sometimes don't realize the impact that it has on the other employees morals. Also, that sometimes companies don't take a closer look to make sure downsizing will be the answer to cutting costs like they think that it will. Every HR or manager should be let go in their lifetime so that they know what it feels like. I believe that this statement holds tremendous merit because the best lessons in life are learned through personal experience. In order to adequately communicate life changing messages of sorts, it should be done by a seasoned manager. I will be very surprised if any company has a potential layoff learning path that will coach and train the management staff for these kinds of things. It is imperative to be sensitive to the individual being laid off as this will impact their livelihood significantly. I do agree that other options much is explored such as relocating or wage cuts before making the decision to lay off people. The Problem Layoffs create uncertainty in the workforce causing loss of productivity...
Words: 662 - Pages: 3
...Re-organization and Layoff: Issue and Problem Identification Team B Damairus Logan PHL/320 In any career aspect, when there are new positions, there is always some type of training involved. Whether it is something simple as cashiering or something more advanced like managing. There will always be something new to learn, most of what you need to know is taught to you through an orientation or the training. There are some things that you will learn along the journey in your new position. For managers they are not specifically trained on how to lay-off or terminate an employee. Terminating or laying off an employee is not as easy as it may seem. The employees that are being let go are human beings and they will have emotions towards the decision that was made. This can be a devastation or even leave the former employee feeling betrayed. These are all real problems, if the manager has not handled this type of situation before, the situation can turn out horribly wrong. If the managers were properly trained it could save time and money on the terminating process. It could also save the company’s reputation. If a layoff or termination goes wrong there can be bitterness towards the company and this could potentially leave both parties on bad terms. And the former employee may have animosity towards the company and their opinion can spread and potential consumers or even employers could be in jeopardy. Not to mention the threat of lawsuits and civil action. Corporates and...
Words: 745 - Pages: 3
...Re-Organization and Layoff: Issue and Problem Identification Paper June 29, 2015 Learning Team A PHL/320 Richard Haines Management positions are tough as it is, but how does a member of the management team handle the tough decisions that they have discovered will be the best for their company? Layoffs and downsizing are never an easy topic to tackle. How does a manager deliver this type of bad news in the most professional way? The issue that was presented in the article “Mismanaged layoffs can go horribly wrong” was companies and their management teams are not able to layoff or terminate an employee or employees in the appropriate way. The author of the article feels as management is not able to handle these types of situations in a professional manner. Members of management often have great people skills, which are either something they were born with, or something they have learned throughout their lifetime, but when faced with the challenging situation of letting an employee go they are unable to say the right things. With proper training of these tough situations, managers will be able to handle these types of situations in a more professional manner. Managers need to be able to put themselves in the employee’s shoes and speak to the employee as if they were on the other side of the conversation. Mangers should also explore every option within the company before taking the action to layoff or terminate an employee. Documentation...
Words: 342 - Pages: 2
...Mismanaged Layoffs can go ‘Horribly wrong.' "It's traumatic to the remaining staff - the survivors - and can create fear and resentment," {Mark Swartz}. It is a very important quote that defines the importance of handling the laying off of an employee the correct way. In today’s business world employers train their managers to handle corporate crisis and situations such as the hiring process of new employees and the laying off process as well. People that have to go through similar situations such as myself can tell you it is not easy. This article informs us that people like me can’t handle it and sometimes don’t do it well. Like Mark Swartz also says, ”Employers should approach any job losses with caution and always be respectful.” Showing respect to any one is a professional thing to do, especially since they are on the verge of being laid-off. Not only does it show that you are here for business but it shows other employees that not just because they work, they don’t deserve respect. Show the type of employer you are. It will make everyone feel safe. Ms. Brunette, a partner and employment lawyer at Blake Cassels LLP, stated. “Everyone responds differently,” and that's why managers should also be receiving training in advance on how they should handle talking to the person who’s job is being cut. It’s important that we keep fine standard so that the company does not get backlash from other, it's important that everything gets done by the book especially in a big...
Words: 257 - Pages: 2
...Re-organization and Layoff: Issue and Problem Identification April 3, 2016 According to Bouw’s article (2013), she discusses the issues of improper managing and administration in the event of a company layoff. Mismanaged cutbacks begin with the Human Resources Department themselves. The article states their lack of education, training, and company knowledge, is the reasoning for these incidents. When a manager isn’t properly prepared for a cutback, it can possibly affect the company as a whole. "It's traumatic to the remaining staff - the survivors - and can create fear and resentment"- Mr. Swartz. The company needs to look at all options before they decide to do layoffs or terminate employment. The cut backs can be done in different ways other than treating an employee like they are commodities. The business problem starts with the lack of training the managers receive on how to handle a layoff in the company or termination of an employee. Termination of employees can cause negative results for the company if the management team does not handle the situation properly. Businesses do not focus on how to approach different scenarios and emotions in the event of a termination. Managers often times let their personal emotions get in the way when terminating an employee. They tend to ramble on, and sugar coat the reasoning why their decision was so hard to let them go. Managers are not being straightforward and honest with the employee. Employees that do not understand...
Words: 1380 - Pages: 6
...F u r t h e r Praise for Globalization and Its Discontents " Development and economics are not about statistics. Rather, they a re about lives and jobs. Stiglitz never forgets that there are people at t he end of these policies, and that the success of a policy should be d efined not by h o w fast international banks are repaid, but by h o w m u c h people have to eat, and by h o w much better it makes their lives." — Christian Science Monitor " [An] urgently important new book." — Boston Globe " Whatever your opinions, you will be engaged by Stiglitz's sharp i nsights for a provocative reform agenda to reshape globalization. A m ust read for those concerned about the future, w h o believe that a w orld of decent work is possible and want to avert a collision course b etween the haves and the have nots." —Juan Somavia, d irector-general of the International Labour Organization " [Stiglitz s] rare mix of academic achievement and policy experience m akes Globalization and Its Discontents w orth r e a d i n g . . . . His passion a nd directness are a breath of fresh air given the usual circumlocutions of economists." — BusinessWeek " T h i s smart, provocative study contributes significantly to the o n g o i n g globalization debate and provides a m o d e l of analytical r igor c o n c e r n i n g the process of assisting countries facing the challenges of e c o n o m i c development and transformation. . . . Impassioned, balanced and i n f...
Words: 144836 - Pages: 580
...MANAGING CULTURAL DIFFERENCES SIXTHEDITION MANAGING CULTURAL DIFFERENCES SERIES Managing Cultural Differences: Global Leadership Strategies for the 21 st Century, Sixth Edition Philip R. Harris, Ph.D., Robert T. Moran, Ph.D., Sarah V. Moran, M.A. Managing Cultural Diversity in Technical Professions Lionel Laroche, Ph.D Uniting North American Business—NAFTA Best Practices Jeffrey D. Abbot and Robert T. Moran, Ph.D. Eurodiversity: A Business Guide to Managing Differences George Simons, D.M. Global Strategic Planning: Cultural Perspectives for Profit and Non-Profit Organizations Marios I. Katsioulodes Ph.D. Competing Globally: Mastering Cross-Cultural Management and Negotiations Farid Elashmawi, Ph.D. Succeeding in Business in Eastern and Central Europe—A Guide to Cultures, Markets, and Practices Woodrow H. Sears, Ed.D. and Audrone Tamulionyte-Lentz, M.S. Intercultural Services: A Worldwide Buyer’s Guide and Sourcebook Gary M. Wederspahn, M.A. SIXTH EDITION MANAGING CULTURAL DIFFERENCES GLOBAL LEADERSHIP STRATEGIES ST FOR THE 21 CENTURY 25TH ANNIVERSARY EDITION PHILIP R. HARRIS, PH.D. ROBERT T. MORAN, PH.D. SARAH V. MORAN, M.A. JUDITH SOCCORSY Editorial Coordinator Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Philip R. Harris, Robert T. Moran, Sarah V. Moran. All rights reserved. No part of this publication may be reproduced, stored in a...
Words: 229816 - Pages: 920
...CALIFORNIA CALIFORNIA An Interpretive History TENTH EDITION James J. Rawls Instructor of History Diablo Valley College Walton Bean Late Professor of History University of California, Berkeley TM TM CALIFORNIA: AN INTERPRETIVE HISTORY, TENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2008, 2003, and 1998. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1234567890 QFR/QFR 10987654321 ISBN: 978-0-07-340696-1 MHID: 0-07-340696-1 Vice President & Editor-in-Chief: Michael Ryan Vice President EDP/Central Publishing Services: Kimberly Meriwether David Publisher: Christopher Freitag Sponsoring Editor: Matthew Busbridge Executive Marketing Manager: Pamela S. Cooper Editorial Coordinator: Nikki Weissman Project Manager: Erin Melloy Design Coordinator: Margarite Reynolds Cover Designer: Carole Lawson Cover Image: Albert Bierstadt, American (born...
Words: 248535 - Pages: 995
