Impact on Employee Morale during Company Restructuring The worldwide economic crisis has caused too many companies to restructure their corporate setting in order to survive and meet their financial challenges. If you turn on the TV or browse internet these days, it is almost impossible to avoid the bad news of more and more massive layoffs in United States as well as the rest of the world. As this financial crisis deepens, one can’t help asking “Is downsizing or more job cuts our only
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Company Profile Moulinex S.A Address: 11, rue Jules-Ferry BP 45 93171 Bagnolet Cedex France
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the reason, do not bad mouth your current employer. Negativism will always hurt you. Good answers include: “There is no room for growth at my current employer. I am looking for a company with long term growth opportunities”. “Due to a company restructuring, my entire department is relocating to Florida. I was give the option of moving, but do not wish to relocate”. “My current company is not doing well, and has been laying off employees. There is no job security there, and more layoffs are expected”
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with a unique restructuring strategy that would place products into categories based upon their selling strength (Grow, Sustain, or Fix). This strategy was not well received by shareholders and the stock market. Kimberly-Clark then choose to revise this strategy into a more acceptable one. Products would be placed into three categories. Personal care, washroom products, and emerging markets. IDENTIFYING PROBLEMS The obstacle that Kimberly-Clark faced during this restructuring phase would include
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eliminates the option for alternate interpretations to the answers given. Grouping them all together can reflect different combinations of behaviors, cognitions, and needs and thus a client may be misinterpreted by the overall score. Downsizing, restructuring, rightsizing, even a term as obscure as census readjustment has been used to
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Contents ABSTRACT 3 INTRODUCTION 4 BACKGROUND 5 METHODOLOGY 6 FINDINGS 7 INTERNAL PROBLEMS 7 EXTERNAL PROBLEMS 8 RECOMMENDATIONS 10 PORTFOLIO RESTRUCTURING 10 ORGANIZATIONAL RESTRUCTURING 11 PRODUCT DIVERSIFICATION 11 STAKEHOLDERS CONCILIATION 12 CONCLUSION 13 REFERENCES 14 Abstract This report focuses on the United States-based ice cream producer, Dreyer’s, Inc., which used to be the largest ice cream company in America. In order to consolidate the ice cream industry, Rogers
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topics of corporate restructuring and redesign of benefits programs. However, a critical review of the claim and its premise cast some doubts on the validity of the argument. First, corporate restructuring and redesign of benefit programs is a small part of management issues and thus cannot be used as a basis to say workers have interest in management issues. Second, for workers to have merely indicate on a questionnaire that they have interest in the topics of corporate restructuring and design of benefit
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change, and we restructured the management’s evaluation and reward systems with the MAPP program. I believe we at Kodak have taken two out of three steps towards a complete and successful organizational restructuring. However the final step must be taken; analyzing the results of the MAPP restructuring and changing the plan
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organizational structure, its previous structural transitions, its core competencies, the evolution of the industry it serves, and the institutional context into which it is being placed, it is my recommendation that Appex undergo a substantive restructuring. For a company of Appex’s size in this rapidly-evolving, technologically-oriented market a matrix structure is best suited for enabling innovation, performance, and growth. The matrix facilitates communication and information sharing which lead
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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
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