Citations with the tag: DOWNSIZING of organizations -- Social aspects

Results 1 - 22

  • The fallout from dumping workers.
    Dentzer, Susan // U.S. News & World Report; 3/11/96, Vol. 120 Issue 10, p58 

    Looks at the economic effects of worker-layoffs by United States companies. Big job cuts in mid-1990s; Historical background of layoffs from the 1970s throughout 1990s; Reasons why big job cuts are getting more publicity in the 1990s; Why these cuts seem so jarring.

  • Communication key to survivors of downsizing.
    Jacokes, Lee E. // Grand Rapids Business Journal; 11/25/96, Vol. 14 Issue 48, p14 

    Focuses on the social aspects of downsizing. Emphasis on the humane transition of laid off personnel; Needs of laid off personnel; Benefits of providing counseling options to address career concerns.

  • Curses and common courtesy.
    KORTE, MILLS // Fairfield County Business Journal; 11/02/98, Vol. 37 Issue 44, p4 

    Opinion. Deals with the slow demise of common courtesy in the United States. Result of corporate downsizings and restructurings; Allotment of more work to people; Downside of shareholder-driven corporate profit strategies.

  • From the board.
    Codd, Richard // Planning; May96, Vol. 62 Issue 5, p32 

    Focuses on the impact of corporate downsizing on job security in the United States. Issue's relevance during the 1996 Republican primaries; Impact on communities.

  • How to fire people.
    Labich, Kenneth // Time International (South Pacific Edition); 6/03/96, Issue 23, p58 

    Offers tips on how to handle dismissal of employees who are affected by corporate downsizing. Samples of corporate thoughtlessness in employee dismissal; Tips from human resources management experts; Importance of receiving feedback from employees; Importance of preparation and planning. ...

  • Fading tenure.
    Labich, Kenneth // PC Week; 9/30/96, Vol. 13 Issue 39, pE3 

    Tells that severance pay for midlevel executives is on the rise. Reason for the increase.

  • Corporate anorexia a Dangerous Epidemic.
    Carpenter, Timothy R. // USA Today Magazine; Jul96, Vol. 125 Issue 2614, p36 

    Opinion. Argues that corporate downsizing is bad for American workers. Reasons for corporate downsizing; Psychology of those workers left after downsizing; Suggested ways to regrow corporations; How managers can deal with downsized workforces; Various strategies.

  • The need to succeed.
    Beard, Thomas L. // Modern Machine Shop; Aug96, Vol. 69 Issue 3, p6 

    Focuses on the social effects of corporate downsizing. Possible increase in crime and welfare costs; German and japanese approaches to downsizing; Customer satisfaction as the ultimate goal.

  • Creators of the 21st century.
    Zuckerman, Mortimer B. // U.S. News & World Report; 7/01/96, Vol. 121 Issue 1, p64 

    Editorial. Asserts that the United States' corporate downsizing in the mid-1990s has produced a more efficient private sector, which makes more jobs than it destroys. Ordinary Americans' distaste for what they consider the ruthlessness of downsizing; View that Wall Street forces business to...

  • All worked up.
    Cassidy, John // New Yorker; 04/22/96, Vol. 72 Issue 9, p51 

    Discusses the term `downsizing' and its effects on the business industry and the American economy. Definition of downsizing; Reorganization of various companies in America during a recession in 1981; Content of joint report by the Council of Economic Advisers and the Labour Department;...

  • A Bad Time for Office Crime.
    Kuchment, Anna; O'Donnell, Paul; Howard, Lucy // Newsweek (Atlantic Edition); 11/15/99 (Atlantic Edition), Vol. 134 Issue 20, p6 

    Relates that killings by co-workers in the United States rose during the 1990s as other workplace homicides fell. The possible role of downsizing of companies; Examples of office violence in Seattle and Honolulu.

  • A Bad Time for Office Crime.
    Kuchment, Anna; O'Donnell, Paul; Howard, Lucy // Newsweek (Pacific Edition); 11/15/99 (Pacific Edition), Vol. 134 Issue 20, p3 

    Relates that killings by co-workers in the United States rose during the 1990s as other workplace homicides fell. The possible role of downsizing of companies; Examples of office violence in Seattle and Honolulu.

    Gandolfi, Franco; Oster, Gary // Ivey Business Journal; Jul/Aug2009, Vol. 73 Issue 4, p3 

    The article presents the relationship between downsizing and innovation in an organization. Downsizing is a strategy to reduce workforce through activities such as layoffs, retrenchments and buyout packages. Innovation is defined as the development of a specific product, service or idea with the...

  • Remedies for the Post-Layoff Hangover.
    Scott, Kelly O. // American Banker; 9/1/2011, Vol. 176 Issue 136, p9 

    The article presents the author's view that the U.S. banking industry needs to take proactive measures after a layoff. Strategies to prevent low productivity and low morale such as counseling for employees and clear communication from management to employees after downsizing the organization are...

    LOVE, E. GEOFFREY; KRAATZ, MATTHEW // Academy of Management Journal; Apr2009, Vol. 52 Issue 2, p314 

    The aim of this study is to illuminate reputational change processes and identify the underlying theoretical mechanisms. We draw upon extant literature to develop three distinct explanations for reputational change, respectively emphasizing criteria of organizational "character," symbolic...

  • Organisational downsizing, sickness absence, and mortality: 10-town prospective cohort study.
    Vahtera, Jussi; Kivimäki, Mika; Pentti, Jaana; Linna, Anne; Virtanen, Marianna; Virtanen, Pekka; Ferrie, Jane E. // BMJ: British Medical Journal (International Edition); 3/6/2004, Vol. 328 Issue 7439, p555 

    Abstract Objective: To examine whether downsizing, the reduction of personnel in organisations, is a predictor of increased sickness absence and mortality among employees. Design: Prospective cohort study over 7.5 years of employees grouped into categories on the basis of reductions of personnel...

  • Lifesizing in an Era of Downsizing: An Ethical Quandary.
    Miller, Robert A. // Journal of Business Ethics; Nov98, Vol. 17 Issue 15, p1693 

    Corporate executives, at the behest of Wall Street, have embraced the heresy of upsizing short-term shareholder profits by downsizing the long-term work force. This restructuring of corporate America, which views the corporation as an investment organization rather than a social organization,...

  • Career pandemonium: Realigning organizations and individuals.
    Brousseau, Kenneth R.; Driver, Michael J.; Eneroth, Kristina; Larson, Rikard // Academy of Management Executive; Nov96, Vol. 10 Issue 4, p52 

    Widespread internal changes in organizations are wreaking havoc on traditional careers. Many people are experiencing major difficulties in their attempts to adapt to the uncertainties of career life. Observing these difficulties, writers on careers have begun to advise individuals to take...

  • Consultant to Take Look At FDIC Employee Morale.
    Adler, Joe // American Banker; 7/31/2007, Vol. 172 Issue 146, p4 

    The article reports on plans to improve worker morale at the financial insurance company the Federal Deposit Insurance Corp. (FDIC). The company has hired the Hay Group, a human resources consulting firm, to try to discover if issues between management and employees goes deeper than a series of...

  • "Downsizing" on Retainers' Behaviour.
    Kumar, M. Dileep // SCMS Journal of Indian Management; Jul2009, Vol. 6 Issue 3, p93 

    Downsizing, in general, refers to the reduction of workforce in an organisation. For employees, downsizing is considered as a 'management weapon' to enforce greater control over the workforce. To management, it is a strategic measure to bring 'optimized operational efficiency and productivity'...

    M. Maestres, Raúl // Debates IESA; jul-sep2012, Vol. 17 Issue 3, p9 

    No abstract available.

  • Redeployment and continuous learning in the 21st century: Hard lessons and positive examples from the downsizing era.
    London, Manuel // Academy of Management Executive; Nov96, Vol. 10 Issue 4, p67 

    As we move toward the next millennium, we are confronting a watershed period in the annals of work. Job requirements, work group dynamics, and organizational structures are evolving rapidly in response to a bombardment of technological, market, global, and economic forces. For some organizations...


Other Topics