Healing the Downsized Organization

Overview

Healing the Downsized Organization is for managers and employees who must make sense of dramatically changed workplaces after reengineering, restructuring, or downsizing. Here are "best practices" from those who are successfully reinventing their organizations and re-creating healthy workplaces. Documented examples from executives, managers, and employees who have bounced back from this challenge reveal how they minimized pain during downsizing and discovered promising ...
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Healing the Downsized Organization: What Every Employee Needs to Know About Today's New Workplace

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Overview

Healing the Downsized Organization is for managers and employees who must make sense of dramatically changed workplaces after reengineering, restructuring, or downsizing. Here are "best practices" from those who are successfully reinventing their organizations and re-creating healthy workplaces. Documented examples from executives, managers, and employees who have bounced back from this challenge reveal how they minimized pain during downsizing and discovered promising possibilities for changed employer-employee relationships.

Dramatic profiles of four organizations--representing manufacturing, media journalism, education, and health care--provide lessons you can practice today, whether downsizing is unfolding now or whether it looms in the future. From interviews with CEOs, managers, and employees, you will understand how individuals at all levels have handled the tension between personal and organizational goals, managed the human struggles, and achieved victories as they cut costs and redeployed resources to face competition or changing market conditions.

You will learn how these companies and individuals coped with downsizing, including:

         ¸ how "survivors" regained momentum, focus, and job satisfaction after downsizing
         ¸ what kinds of company-employee interactions allowed trust to be rebuilt
         ¸ how managers succeeded in balancing the concerns of those who left and those who stayed
         ¸ ways to be an effective leader in the transitional period
         ¸ approaches to forge a new employer-employee social contract for the emerging workplace

Healing the Downsized Organization is the recovery book for the downsizing of America.

From the Hardcover edition.

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Editorial Reviews

Library Journal
Ambrose's (management, Carnegie-Mellon Univ.) first assumption in this work is that employees who are laid off are better off. If readers can get past that, they may find some value in the book. Even though Ambrose states that only a third of organizations actually benefit from downsizing (indeed, 60 percent of the companies rehire to fill vacant positions), she does not raise the issue of opposing the action. Instead, she concentrates on relieving the side effects of the layoff, which include despair, anger, depression, and insecurity. Ambrose offers descriptions of representative organizations and a summary of lessons for the employer on downsizing, e.g., allow grieving; involve employees in decisions that affect them; when possible, retrain and retain employees; and continue two-way communication. Yet while employees are expected to learn specific skills that may not be transferable to another employer and to be loyal to the company, the company still cannot offer job security. For a franker look at downsizing, read Michael Moore's Downsize This! (LJ 5/15/96). For public libraries.-Peggy D. Odom, Texas Lib. Assn., Waco
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Product Details

  • ISBN-13: 9780517887127
  • Publisher: Crown Publishing Group
  • Publication date: 12/23/1997
  • Pages: 276
  • Product dimensions: 5.50 (w) x 8.50 (h) x 0.75 (d)

Meet the Author

DELORESE AMBROSE, ED.D., author of Leadership: The Journey Inward, has fifteen years of experience consulting with business, government, and social services organizations as they transformed themselves through downsizing, restructuring, and other means. She is the owner of Ambrose Consulting & Training, a Pittsburgh-based management consulting firm that lists AT&T, Westinghouse, and many others as clients. She is adjunct professor of management at Carnegie-Mellon University and is much in demand as a speaker.

From the Hardcover edition.

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Table of Contents

Acknowledgments
Ch. 1 The Drama of Downsizing 13
Ch. 2 The Survivor's Challenge: Healing the Wounds of a Broken Pact 31
Ch. 3 The Manager's Challenge: Restoring Trust 57
Ch. 4 The Copperweld Case 100
Ch. 5 The Pittsburgh Post-Gazette Case 116
Ch. 6 The Onondaga Community College Case 139
Ch. 7 The General Electric Appliances Case 161
Ch. 8 The Children's Hospital of Pittsburgh Case 178
Ch. 9 Attending to Other Side Effects 195
Ch. 10 Charting a New Employee/Employer Contract 213
Conclusion: What's Your Survivor Profile? 233
Appendix Survivor Profile Quiz 249
Selected Readings 253
Index 256
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