Downsizing can be the consequence o

Downsizing can be the consequence of a management practice or strategy
downsizingช่วยให้โครงสร้างง่ายขององค์กรมขนาดเล็กลงไม่ซับซ้อน Organisational Structure

Many of the assumed advantages to downsizing have not been empirically substantiated. The financial
stability that is expected when organizations have downsized has not been realized (Tsai & Yen, 2008;
Guthrie & Datta, 2008; Tsai, Yen, Huang & Huang, 2007; Gilson et al., 2004; Casio, 2002; Roth, 1993).
Employees who remain with the company, termed survivors, have not been provided with the needed
support to take on the additional work that comes from the reduced workforce. Several researchers found
that there was a series of physical and mental health conditions that are referred to as the “survivor’s
syndrome.” The condition includes anxiety, low morale, less productivity, high levels of distrust and
excessive cautiousness (Schiro & Baker, 2009). At a time when there needs to have more open
communication, employees move to “hoarding” information in the hopes that it will secure their position
(Gandolfi, 2008). Furthermore, survivors of organizational downsizing also concern themselves with issues
related to justice not to mention their own feelings of job insecurity (Chipunza & Samuel, 2013). In
summary, organizational downsizing has not been unequivocally shown to achieve its intended outcomes.
However, it has been argued that downsizing harms the organization (Guthrie & Datta, 2002).

lower overhead costs, less bureaucracy, faster decisionmaking, smoother communication, greater entrepreneurship, and increased levels of employee productivity (Burke & Cooper, 2000).

Downsizing generates negative performance outcomes, such as the failure to reduce costs, the lack of significant increase in return on assets and return on common stock (Cascio, 1991, 1993; Cascio, Young, & Morris, 1997), decreased levels of worker commitment (Cameron et al., 1993) and commitment (Zatzick & Iverson, 2006), and the emergence of the 'dirty dozen' - a list of negative attributes associated with organizational decline (Cameron, 1994). A number of downsizing studies address the 'survivor syndrome' as a cluster of negative workforce outcomes (Brockner, Davy, & Carter, 1985; Brockner et al., 1986a, 1986b; Brockner, Greenberg, & Grover, 1988a). Downsizing research reports decreased employee efforts and adaptability, increased propensity to leave, and increased resistance to change (Brockner, 1992; Brockner, Grover, & Blonder, 1988b; Greenhalgh & Rosenblatt, 1984; Littler, Wiesner, & Dunford, 2003). Further, studies on the financial consequences of downsizing raise problematic costs associated with downsizing activities (Atwood, Coke, Cooper, & Loria, 1995). These include deteriorating shareholder value (Appelbaum, Everard, & Hung, 1999a), effects of severance payments (Barker & Duhaime, 1997; Barker & Mone, 1994; Downs, 1995; Robbins & Pearce, 1992), failure in reducing costs (Gandolfi& Hansson, 2010), and decreasing returns on assets and return on common stock (Cascio, 1991, 1993; Cascio et al., 1997).(Galdofi 2011)
How Challenge Consulting helps you successfully lead change initiatives
วิธธีการStep 1: Long-Term Strategy
ระยะยาวกลยุทธ์องค์กรที่มุ่งมั่นที่จะเป็นกลยุทธ์ในระยะยาวสำหรับการเปลี่ยนแปลงที่คาดว่าจะมีแนวโน้มที่จะบรรลุผลตอบแทนทางการเงินต่อไปนี้การลดขนาด เท่าที่เห็นในรูปที่ 2 เมื่อการลดขนาดไม่ได้มีการจัดการเชิงกลยุทธ์หรือซ้ายที่ไม่มีการจัดการผลกระทบเชิงลบของการเปลี่ยนแปลงที่เด่นชัดมากขึ้นและติดทนนาน. เตรียมผู้นำอาวุโสของคุณกับทักษะในการกำหนดกลยุทธ์ระยะยาวนี้มีความสำคัญต่อความสำเร็จของที่คาดว่าจะลดขนาด การให้คำปรึกษาท้าทายทำงานร่วมกับผู้นำอาวุโสของคุณในการตรวจสอบ: ความเสี่ยงและผลประโยชน์ของกลยุทธ์การเปลี่ยนแปลงที่แตกต่างกันในองค์กรของคุณผลตอบแทนการลงทุนและกรณีศึกษาทางธุรกิจสำหรับการลดขนาดเมื่อเทียบกับทางเลือกในการลดขนาดกลยุทธ์ในระยะยาวสำหรับการเจริญเติบโตในอนาคตสำหรับองค์กรที่ท้าทายให้คำปรึกษายังทำงานร่วมกับคุณผู้นำอาวุโสในการพัฒนาแผนการดำเนินงานที่จะใช้องค์กรของคุณไปข้างหน้าซึ่งจะรวมถึงการวางแผนการให้คำปรึกษา - การให้คำปรึกษาและการมีส่วนร่วมในระหว่างขั้นตอนการเปลี่ยนแปลง - มีที่เกี่ยวกับสิ่งที่เท่าไหร่ที่ควรจะมีส่วนร่วมของพนักงาน? แผนการสื่อสาร - ภายในภายนอก , เริ่มต้นและต่อเนื่องแผนหมั้น- ขั้นตอนเพื่อให้แน่ใจว่าความผูกพันของพนักงานที่มีวิสัยทัศน์ระยะยาวและกลยุทธ์สำหรับการเปลี่ยนแปลง

Results (English) 1:

Downsizing can be the consequence of a management practice or strategyDownsizing of simple structure allows the Department of complex Organisational Structure are no smaller.Many of the assumed advantages to downsizing have not been empirically substantiated. The financialstability that is expected when organizations have downsized has not been realized (Tsai & Yen, 2008;Guthrie & Datta, 2008; Tsai, Yen, Huang & Huang, 2007; Gilson et al., 2004; Casio, 2002; Roth, 1993).Employees who remain with the company, termed survivors, have not been provided with the neededsupport to take on the additional work that comes from the reduced workforce. Several researchers foundthat there was a series of physical and mental health conditions that are referred to as the "survivor'ssyndrome." The condition includes anxiety, low morale, less productivity, high levels of distrust andexcessive cautiousness (Schiro & Baker, 2009). At a time when there needs to have more opencommunication, employees move to "hoarding" information in the hopes that it will secure their position(Gandolfi, 2008). Furthermore, survivors of organizational downsizing also concern themselves with issuesrelated to justice not to mention their own feelings of job insecurity (Chipunza & Samuel, 2013). Insummary, organizational downsizing has not been unequivocally shown to achieve its intended outcomes.However, it has been argued that downsizing harms the organization (Guthrie & Datta, 2002). lower overhead costs, less bureaucracy, faster decisionmaking, smoother communication, greater entrepreneurship, and increased levels of employee productivity (Burke & Cooper, 2000).Downsizing generates negative performance outcomes, such as the failure to reduce costs, the lack of significant increase in return on assets and return on common stock (Cascio, 1991, 1993; Cascio, Young, & Morris, 1997), decreased levels of worker commitment (Cameron et al., 1993) and commitment (Zatzick & Iverson, 2006), and the emergence of the 'dirty dozen' - a list of negative attributes associated with organizational decline (Cameron, 1994). A number of downsizing studies address the 'survivor syndrome' as a cluster of negative workforce outcomes (Brockner, Davy, & Carter, 1985; Brockner et al., 1986a, 1986b; Brockner, Greenberg, & Grover, 1988a). Downsizing research reports decreased employee efforts and adaptability, increased propensity to leave, and increased resistance to change (Brockner, 1992; Brockner, Grover, & Blonder, 1988b; Greenhalgh & Rosenblatt, 1984; Littler, Wiesner, & Dunford, 2003). Further, studies on the financial consequences of downsizing raise problematic costs associated with downsizing activities (Atwood, Coke, Cooper, & Loria, 1995). These include deteriorating shareholder value (Appelbaum, Everard, & Hung, 1999a), effects of severance payments (Barker & Duhaime, 1997; Barker & Mone, 1994; Downs, 1995; Robbins & Pearce, 1992), failure in reducing costs (Gandolfi& Hansson, 2010), and decreasing returns on assets and return on common stock (Cascio, 1991, 1993; Cascio et al., 1997).(Galdofi 2011)How Challenge Consulting helps you successfully lead change initiatives With how to Step 1: Long-Term Strategyระยะยาวกลยุทธ์องค์กรที่มุ่งมั่นที่จะเป็นกลยุทธ์ในระยะยาวสำหรับการเปลี่ยนแปลงที่คาดว่าจะมีแนวโน้มที่จะบรรลุผลตอบแทนทางการเงินต่อไปนี้การลดขนาด เท่าที่เห็นในรูปที่ 2 เมื่อการลดขนาดไม่ได้มีการจัดการเชิงกลยุทธ์หรือซ้ายที่ไม่มีการจัดการผลกระทบเชิงลบของการเปลี่ยนแปลงที่เด่นชัดมากขึ้นและติดทนนาน. เตรียมผู้นำอาวุโสของคุณกับทักษะในการกำหนดกลยุทธ์ระยะยาวนี้มีความสำคัญต่อความสำเร็จของที่คาดว่าจะลดขนาด การให้คำปรึกษาท้าทายทำงานร่วมกับผู้นำอาวุโสของคุณในการตรวจสอบ: ความเสี่ยงและผลประโยชน์ของกลยุทธ์การเปลี่ยนแปลงที่แตกต่างกันในองค์กรของคุณผลตอบแทนการลงทุนและกรณีศึกษาทางธุรกิจสำหรับการลดขนาดเมื่อเทียบกับทางเลือกในการลดขนาดกลยุทธ์ในระยะยาวสำหรับการเจริญเติบโตในอนาคตสำหรับองค์กรที่ท้าทายให้คำปรึกษายังทำงานร่วมกับคุณผู้นำอาวุโสในการพัฒนาแผนการดำเนินงานที่จะใช้องค์กรของคุณไปข้างหน้าซึ่งจะรวมถึงการวางแผนการให้คำปรึกษา - การให้คำปรึกษาและการมีส่วนร่วมในระหว่างขั้นตอนการเปลี่ยนแปลง - มีที่เกี่ยวกับสิ่งที่เท่าไหร่ที่ควรจะมีส่วนร่วมของพนักงาน? แผนการสื่อสาร - ภายในภายนอก , เริ่มต้นและต่อเนื่องแผนหมั้น- ขั้นตอนเพื่อให้แน่ใจว่าความผูกพันของพนักงานที่มีวิสัยทัศน์ระยะยาวและกลยุทธ์สำหรับการเปลี่ยนแปลง

Results (English) 2:

Can be the consequence of a downsizing Practice Management Strategy or
downsizing to a smaller organizational structure is not complicated. Organisational Structure Many of the assumed advantages to downsizing have not been empirically substantiated. The Financial stability that is expected when organizations have downsized has not been realized (Tsai & Yen, the 2008th; Guthrie & Datta, 2 008; Tsai, Yen, Huang & Huang,. 2007; Gilson et al., 2,004; Casio, 2002; Roth, 1 993). Employees Who remain with the Company, termed survivors, have not been provided with the needed Support to take on the additional Work that comes from the reduced WorkForce. Several. researchers Found that there was a Series of physical and Mental Health conditions that are referred to as the "Survivor's Syndrome. "The condition includes anxiety, low Morale, less Productivity, High levels of Distrust and excessive cautiousness (Schiro & Baker, 2009th). at a time when there Needs to have more open Communication, employees Move to "hoarding" information in the hopes that it Will Secure their position (Gandolfi, the 2,008th). Furthermore, survivors of organizational downsizing also Concern themselves with issues related to Justice not to. Feelings of job insecurity mention their own (Chipunza & Samuel, 2013th). In Summary, organizational downsizing has not been unequivocally shown to Achieve its intended outcomes. However, it has been argued that the downsizing harms Organization (Guthrie & Datta, two thousand and two). Lower overhead costs, less bureaucracy, Faster Decisionmaking, smoother Communication, Greater entrepreneurship, and Increased levels of employee Productivity (Burke & Cooper, the 2000th). Downsizing generates negative Performance outcomes, such as the Failure to Reduce costs, the Lack of significant increase in. return on assets and return on common stock (Cascio, 1991, 1993; Cascio, Young, & Morris, 1997), decreased levels of worker commitment (Cameron et al., 1993) and commitment (Zatzick & Iverson, 2006), and the. emergence of the 'dirty dozen' - a list of negative attributes associated with organizational decline (Cameron, 1994). A number of downsizing studies address the 'survivor syndrome' as a cluster of negative workforce outcomes (Brockner, Davy, & Carter, 1985. ; Brockner et al., 1986a, 1986b; Brockner, Greenberg, & Grover, 1988a). Downsizing research reports decreased employee efforts and adaptability, increased propensity to leave, and increased resistance to change (Brockner, 1992; Brockner, Grover, & Blonder. , 1988b; Greenhalgh & Rosenblatt, 1984; Littler, Wiesner, & Dunford, 2003). Further, studies on the financial consequences of downsizing raise problematic costs associated with downsizing activities (Atwood, Coke, Cooper, & Loria, 1995). These include. deteriorating shareholder value (Appelbaum, Everard, & Hung, 1999a), effects of severance payments (Barker & Duhaime, 1997; Barker & Mone, 1994; Downs, 1995; Robbins & Pearce, 1992), failure in reducing costs (Gandolfi & Hansson,. 2,010th), and decreasing Returns on Assets and Return on common Stock (Cascio, one thousand nine hundred and ninety-one, 1993; Cascio et al., the 1997th). (Galdofi the 2011th) How Challenge Consulting helps successfully Lead You Change initiatives Wythe approach Step 1: Long-. Term Strategy long-term corporate strategy that is committed to a long-term strategy for the expected changes are likely to achieve financial returns to downsizing. As seen in Figure 2, when downsizing is not a strategic management or left unmanaged negative effect of the changes more pronounced and long-lasting. Prepare your senior leaders with the skills to set long-term strategy is vital to the success of which is expected to shrink. Counseling challenging work with senior leaders of your monitor:  the risks and benefits of change strategies different in your organization  ROI and the business case for reducing the size. Compared to the alternatives to downsizing  long term strategies for growth in the future for organizations challenged Consulting has worked with senior leaders to develop a plan that will take your organization forward to. including planning counseling  - consultation and participation in the process of change - that is what it should be part of the staff?  communication plan - inside, outside, start and continued engagement  plan - steps to ensure that employee engagement has a long-term vision and strategy for change.

Results (English) 3:

Downsizing can be the consequence of a management practice or strategy
downsizing allows simple structure of small enterprise down is not complicated. Organisational Structure

Many of the assumed advantages to downsizing have not been empirically substantiated. The financial
.Stability that is expected when organizations have downsized has not been realized (Tsai, & Yen 2008;
Guthrie, & Datta. 2008; Tsai Yen Huang &,,, Huang 2007; Gilson et al, 2004;,;, Casio 2002 Roth 1993).
Employees who remain with, the company. Termed survivors have not, been provided with the needed
support to take on the additional work that comes from the reduced. Workforce.Several researchers found
that there was a series of physical and mental health conditions that are referred to as the. "Survivor 's
syndrome." The condition includes anxiety low, productivity, morale less, levels high of distrust and
excessive. Cautiousness (Schiro, & Baker 2009). At a time when there needs to have more, open
communicationEmployees move to "hoarding." information in the hopes that it will secure their position
(Gandolfi 2008). Furthermore,,, Survivors of organizational downsizing also concern themselves with issues
related to justice not to mention their own feelings. Of job insecurity (Chipunza, & Samuel 2013). In
, summaryOrganizational downsizing has not been unequivocally shown to achieve its intended outcomes.
However it has, been argued. That downsizing harms the organization (Guthrie, & Datta 2002).

lower overhead costs less bureaucracy decisionmaking faster,,,, Smoother communication greater entrepreneurship, and increased, levels of employee productivity (Burke, & Cooper 2000).

.