- ADVANTAGE RESTRUCTURE TIMELINE. // Travel Weekly: The Choice of Travel Professionals;5/3/2004, Issue 1716, p5
The article presents information related to the restructuring of travel agency Advantage. Member meetings to explain restructure in Glasgow on May 12, Birmingham on May 13 and London on May 14. If court approval is secured, members will vote on plans at three separate extraordinary general...
- EShare parent retools. Clement // Long Island Business News (7/1993 to 5/2009);10/22/99, Vol. 46 Issue 43, p1
Reports that eShare parent Melita International Corp. is restructuring its operations and has assumed the Eshare moniker following flagging financial performance at the Georgia-based firm. Renaming into EShare Technologies; Plans to expand focus beyond its addressable telephony-based market.
- Can `cutters' be rebuilders, too? Mariotti, John // Industry Week/IW;06/08/98, Vol. 247 Issue 11, p170
Opinion. Comments on issues relating to management, while discussing the reorganization of companies. Reduction of employees in an organization; Reference to the Sunbeam Corporation; Discussion on the sustainable vitality of companies; How to make a successful turnaround in relation to...
- Don't throw the baby out with the bath water. Fagiano, David // Management Review;Aug94, Vol. 83 Issue 8, p4
Comments on the debate over structural revision in business organizations. Three areas of agreement by experts; Similarity to downsizing; Reason for failure of business practice; Requirement in a change process.
- How supervisors can use the `critical zone' to revitalize employees after a reorganization. Marshall, Robert; Yorks, Lyle // Supervision;Jul99, Vol. 60 Issue 7, p15
Offers advice on how personnel managers should handle employees after a reorganization. Importance of reorganization; Success indicators of reorganization; Discussion on the phases of personal transition among employees after a reorganization.
- Reorganizing the organized mess. // Supervision;Mar90, Vol. 51 Issue 3, p14
Discusses ways for reorganizing an organized mess left by a peer, a predecessor or an immediate boss without upsetting people or making them feel like failures. Starting the cleanup process; Summarizing findings; Deciding what direction to take; Morale; Productivity; Quality; Finances; Bottom line.
- How to manage in the white spaces. // Supervisory Management;Dec94, Vol. 39 Issue 12, p1
Offers advice on managing in the areas of white space that arise during a corporate reorganization. Concern over intruding on another department's turf; White spaces as politically sensitive areas; Silent criticism of others; Leadership; Organizing a task force or other cross-functional team;...
- Let sacred cows die a natural death. // Supervisory Management;Feb95, Vol. 40 Issue 2, p3
Offers tips for ending a company tradition or `sacred cow' while keeping productivity losses to a minimum. Letting an outdated procedure or unprofitable product die by attrition; Changing the function of an irrelevant department; Recognition that the sacred cow is mortal; Brainstorming session...
- Downsizing's double-edged sword. Marshall, Jeffrey // U.S. Banker;Feb95, Vol. 105 Issue 2, p8
Focuses on the impact of downsizing on the company's employees. Challenges of reorganization to middle managers; Individual productivity as defining criterion of managers.