Manager’s Instituting downsizing change Corporate downsizing as a restructuring strategy has been around for many years. It was implemented primarily by companies experiencing difficult economic times ,However, since the downsizing has become a leading strategy of choice for a multitude of companies around the world. ..... Click the link for more information. Most downsizing intentions are immediate reduction of costs and increased levels of efficiency, productivity, profitability, and competitiveness. The adoption of strategic downsizing by my company remained popular yet suggests that the overall consequences are negative .Downsizing has deep financial, organizational, and social consequences. The overall picture of the financial effects of downsizing is negative and I feel is a total failure. While my company reported financial improvements, the majority have failed to report increased levels of efficiency, effectiveness, productivity, and profitability. Downsizing produces considerable human consequences; such as in my company the paid sick days were revoked to regain man hours to increase production and profitability, thus penalizing the employee. This evolution came into effect after the company wanted to cut cost, but implemented the process by labeling it as a repercussion of employees abusing the company. Some companies have reported positive financial reports in the short term, yet the long-term financial consequences of downsizing have been shown to be consistently negative.
Downsizing also transcends financial consequences. Three kinds of people are directly affected by downsizing: survivors, victims, and executioners. A survivor remains with the firm, a victim is downsized out of a job involuntarily in·vol·un·tar·y adj. 1. Acting or done without or against one's will: an involuntary participant in what turned out to be an argument.

2. , while an executioner EXECUTIONER. The name given to him who puts criminals to death, according to their sentence; a hangman. 2. In the United States, executions are so rare that there are no executioners by profession. is entrusted with the downsizing implementation. It becomes the managers’ responsibility to regain the structure of his workforce and to keep them on track and focused. Victims commonly receive transition packages and placement services, while survivors receive very little, if any, resources and support. Downsizing affects the entire workforce, survivors, victims, and executioners, in a most profound manner; Survivors generally find themselves with increased workloads and job responsibilities while frequently receiving few or no resources, training, and support; victims commonly obtain outplacement services and financial packages when exiting the downsized firms; survivors suffer from a range of downsizing-related sicknesses; Executioners suffer similar effects to those of victims and survivors. It is common to say that many organizations have failed to reap widely anticipated downsizing gains. Additionally, firms have been forced to contend with considerable human consequences. Still, there is some evidence that a few firms have engaged in practices that generated positive effects. As a result, downsizing is also a form of restructuring strategy. Me personally if I were manager or CEO of my company I would implement more job-specific professional training and development, pay more attention to personal development and growth during downsizing because it is centered on the managers. I would find something that enhanced an employee's physical lifestyle, mental capacity, and emotional growth had the potential to proactively prepare the workforce for change and help individuals’ cape successfully with downsizing. There is an increased awareness and understanding that survivors lack training, support, and assistance during and after the implementation of downsizing. That is when managers need to step in and help build up the employees. This hard given that survivors commonly face new job responsibilities, experience increased workloads, and are driven to work harder after downsizing to make up for the lack of manpower. My corporate executives should ensure that the company invested in their workforces proactively and provide training, support, and assistance throughout the downsizing process. In my opinion, a thoroughly prepared and adequately equipped workforce is more likely to be able to cope with and thrive in the wake of downsizing.