First of all, manager should give clerical more care and try to stop the rumors, people often “guess” that there will be layoffs soon, whether there are any planned or not.
Secondly, post your layoff criteria. Determine long before you do layoffs what the criteria will be for being laid off and announce it. Even though it might seem counterintuitive, this openness actually allows all employees to know what criteria will be used, so that those who currently fit the criteria can have an opportunity to work harder toward becoming exempt from the layoff criteria. For top performers and those in key jobs, it also reduces anxiety and allows them to see that they are important and needed.
Last thing is instilling hope and offering counseling. When explaining layoffs to surviving employees, separate the short-term repercussions from your long-term positive expectations. Emphasize that the layoffs are an undesirable but necessary part of your plan to get the company back on track.
2. Should the employees who are not using the new technology required of their job be put through a disciplinary process? Why? What type of process should be used?
Yes, I agree those employees require a new work place. Employees need a fair environment and fair treatment. Force to change working style is not their fault, unfair treatment reduces moral, increases stress, and has negative effects on performance. Managers, and HR management, can take steps to reduce such unfairness. For those long-term employees who had support the company for a long time, they should talk to the manger and ask for a suitable in a softly, forcibly will make their situation worse.

3. What changes to the organizational culture need to occur to reinforce the new job requirements?
Actively cooperate with the employees’ requirements, encourage employees to ask questions or express concerns directly to you or