...Organizational Downsizing Techniques and Handling Layoffs Team 1 Christina Berardi Bridget Quinn-Carey Tung-Yueh, Lee Over the last two decades, organizational downsizing has been a key management strategy favored by many organizations attempting to cope with fundamental and structural changes in the shifting economy. In the mid-1980’s, downsizing was implemented primarily by companies experiencing difficult economic times (Gandolfi, 2006). Companies hoped to cut costs and improve performance. By the late-1980’s, it developed into a proactive restructuring strategy for a multitude of organizations. Furthermore, since then, organizational downsizing has now transformed the corporate landscape and changed the lives of hundreds of millions of individuals around the world (Gandolfi, 2006). There are several definitions that have been developed to effectively define the phenomenon of organizational downsizing. To sum it up in one sentence, organizational downsizing refers to a set of activities, taken on by the core management of an organization, designed to improve organizational efficiency, productivity, and competitiveness. It represents a management strategy that affects three components: (a) the size of the firm’s workforce, (b) the costs, and (c) the work processes. On the surface, downsizing can be interpreted as merely a reduction in organizational size, and the process is a chaotic and uncertain experience...
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...entrepreneurship and stewardship or capitalism and spiritualism remains. The war between economics a~d ethics continues, using newer concepts as surrogates for past phrases (Rice, 1994). However, whether explained by global competition, continuous improvement, reengineering, telecommunications, virtual employees, pay-for-performance, management by objectives, management by results, Total Quality Management, or value added situations, bottom-line thinking and self interest prevail (Crittenden, 1994). This research and writing seeks to refocus attention on the collective service or ethics dimension. Ten topics comprising "the changing nature of the American workforce" are summarized, and each component is analyzed in terms of its negative ethical impact on employees and employee relations. Employee relations ethics is...
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...CHAPTER 1 – STRATEGIC MANAGEMENT STRATEGY Strategy: formulation of organizational missions, goals, objectives and actions plans (how the organization intends to achieve its goals Mintzberg’s 5 P’s of Strategy: i. Plan: intended course of action a firm has selected to deal with a situation ii. Purpose: consistent stream of action that sometimes are the result of a deliberate plan and sometimes the result of emergent actions based on reactions to environmental changes or shifting of assumptions iii. Ploy: specific manoeuvre at the tactical level with a short time horizon iv. Position: the location of an organization relative to its competitors and other environmental factors v. Perspective: gestalt or personality of the organization HR Planning Notebook 1.1 – Description of Strategy Strategy: declaration of intent (considered as both plan and purpose) Strategic Intent: tangible corporate goal; point of view about the competitive positions a company hopes to build over a decade Strategy Formulation: entire process of conceptualizing the mission of an organization, identifying the strategy, and developing long-range performance goals Strategy Implementation: activities that ees and managers of an organization undertake to enact the strategic plan and achieve the performance goals Objectives: the end, the goals Plans: product of strategy, the means to the end Strategic Plan: written statement that outlines the future goals of an organization...
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...Chapter 2 Business Ethics and Social Responsibility Chapter Outline Introduction Business Ethics and Social Responsibility The Role of Ethics in Business Recognizing Ethical Issues in Business Improving Ethical Behaviour in Business The Nature of Social Responsibility Social Responsibility Issues Objectives After reading this chapter, you will be able to: • Define business ethics and examine its importance. • Detect some of the ethical issues that may arise in business. • Specify how businesses can promote ethical behaviour. • Define social responsibility and explain its relevance to business. • Debate an organization’s social responsibilities to owners, employees, consumers, the environment, and the community. • Evaluate the ethics of a business’s decision. Enter the World of Business The Leopard Did Change His Spots—They Grew The son of a wealthy brewery executive, Conrad Moffat Black was born August 25, 1944, in Montreal. After leaving home at age 18, he earned a history degree at Carleton University, a law degree at Laval, and an MA from McGill. An avid student of history, he has written several books (including an autobiography) about political figures such as Maurice Duplessis, Napoleon, and most recently, Franklin Roosevelt. Mr. Black purchased his first newspaper, the Sherbrooke Record, when he was 25 years old. Two years later, he added about 20 Canadian newspapers to his belt with the acquisition of the Sterling Company chain. Five years later, at age 33...
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...213-255_Trevino_08p4.qxd 6/21/06 5:18 PM Page 213 PA R T IV ETHICS AND THE ORGANIZATION 213 213-255_Trevino_08p4.qxd 6/21/06 5:18 PM Page 214 CHAPTER 8 ETHICAL PROBLEMS OF ORGANIZATIONS INTRODUCTION In the third quarter of 2002, the Brookings Institution, a Washington, D.C., think tank, estimated that the corporate scandals that began with the Enron debacle in late 2000 would cost the U.S. economy $35 billion. That is the equivalent of a $10 increase per barrel of oil.1 It is, in a word, staggering. And we may not have seen the end of it. Long before Enron’s collapse, a number of business ethicists and business professionals watched with concern as Wall Street analysts demanded increasingly strong corporate financial performance to support rising corporate stock prices. At the same time, the gargantuan compensation packages (including stock options) of the top executives running these companies became inextricably linked to their companies’ stock prices. In 1990, average CEO pay at major corporations was 107 times the pay of the average worker. By 2004, CEO pay had risen to 431 times the pay of the average employee. (If the pay of average workers in the United States had risen as fast as CEO pay, the lowest paid workers would be earning $23.03 an hour, not $5.15 an hour.)2 It was an “accident” waiting to happen, although everyone was making so much money in the market that no one wanted to admit that something could be fundamentally...
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...EPG SHRM Foundation’s Effective Practice Guidelines Series HRM’s Role in Corporate Social and Environmental Sustainability Produced in partnership with the World Federation of People Management Associations (WFPMA) and the North American Human Resource Management Association (NAHRMA) HRM’s Role in Corporate Social and Environmental Sustainability This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM®). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2012 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part...
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...Business Management Corporate Governance www.iibmindia.in Chapter 1 Corporate Governance Corporate governance refers to the system by which corporations are directed and controlled. The governance structure specifies the distribution of rights and responsibilities among different participants in the corporation (such as the board of directors, managers, shareholders, crors, auditors, regulators, and other stakeholders) and specifies the rules and procedures for making decisions in corporate affairs. Governance provides the structure through which corporations set and pursue their objectives, while reflecting the context of the social, regulatory and market environment. Governance is a mechanism for monitoring the actions, policies and decisions of corporations. Governance involves the alignment of interests among the stakeholders. There has been renewed interest in the corporate governance practices of modern corporations, particularly in relation to accountability, since the high-profile collapses of a number of large corporations during 2001–2002, most of which involved accounting fraud. Corporate scandals of various forms have maintained public and political interest in the regulation of corporate governance. In the U.S., these include Enron Corporation and MCI Inc. (formerly WorldCom). Their demise is associated with the U.S. federal government passing the Sarbanes-Oxley Act in 2002, intending to restore public confidence in corporate governance. Comparable...
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...International Business Exam Chapter 1 Notes Domestic vs International Business * Business: is the manufacturing of goods or services in order to make a profit * Term “trade” is used interchangeably with business * Transactions: exchange of things of value * Domestic Business: business that transacts mainly in the country it was base din * ie owned by Canadians, in Canada, selling to Canadians (Rare) * International Business: economic system of transactions conducted between businesses in different countries * Domestic Transaction: between 2 Canadian companies * International Transaction: between Canadian + non Canadian company * Domestic Market: the customers of a business who are in the same country as the business * Foreign Market: the customers of a business who are in a different country as the business * 5 Ways for businesses to must be international * MUST own retailers or distributors in another country * MUST own manufacturing plant in another country * MUST export to other countries * MUST import from others * MUST invest in other country businesses * Trading Partner: Canada businesses make relationship with businesses in another country, so they would be Canada’s trading partner. History of Canadian Trade * European Trade * 1700s – trades grew fast after permanent Canadian settlement * Demand for raw materials (beaver pelts, fish, lumber) ...
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...Chapter 12, we examine strategic innovation and corporate entrepreneurship. Strategic change is about ensuring that the organization is consistently relevant in its market arenas and, as the opening quote from Darwin illustrates, about the need to be responsive to change. Back in 1865, the seeds of the company that we know today as Nokia were sown when Frederik Ideastam set up a paper mill on the banks of the Nokianvirta river in Finland. From this base, over the next hundred years, the company evolved to become a Nordic industrial conglomerate operating in paper, rubber, and cables, and from there to a European player in consumer electronics in the 1970s and 1980s. In 1996, a decision was made to divest all of its other businesses in order to concentrate on becoming a global giant in telecommunications. This is the position that Nokia is attempting to retain as it continues to ride the technological wave of change, focusing on technological convergence in mobile phones, multimedia, and enterprise solutions. Although the reorientation of Nokia over time did not come without its difficulties in integrating acquisitions and developing a strong corporate culture to unite objectives, and the company acknowledges that significant challenges lie ahead, it is clearly the story of a dramatic and successful corporate evolution. Corporate pressure is relentless, however, and in February 2011 Nokia announced a change in strategy, a new leadership team, and a renewed organizational...
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...языка на русский. Table of Contents Chapter I: Management Practices in European, American and Asian Companies Unit 1 – The Man Who Invented Management ….…………………..8 Unit 2 –Want a Nice Piece of a Chaebol?...........................................27 Unit 3 – Last Tango in Detroit?........................………………….…..33 Unit 4 – Lean, Mean, and… German? ………………………………41 Unit 5 – How Failure Breeds Success…………………………….....48 Chapter II: Supply Chain Management Unit 6 – Inventories Won’t Kill Growth …………………………....56 Unit 7 – Moving up the Corporate Agenda ………………………....63 Chapter III: Management Strategies Unit 8 - Beg, Borrow - and Benchmark …………….……………...70 Unit 9 - TQM – More than a Dying Fad? ………………………….78 Unit 10 - Reengineering: What happened? ………………….……. 88 Unit 11 - Tearing up the Jack Welch Playbook……………………101 Chapter IV: Some Macroeconomic Issues Unit 12 - Hawk...
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...ii Permission to reprint these has been obtained by Pearson Custom Publishing for this edition only. Further reproduction by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, must be arranged with the individual copyright holders noted. This special edition published in cooperation with Pearson Custom Publishing. Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Please visit our web site at www.pearsoncustom.com ISBN 0–536–72690–6 BA 996748 PEARSON CUSTOM PUBLISHING 75 Arlington Street, Suite 300 Boston, MA 02116 A Pearson Education Company iii iv Table of Contents SECTION ONE ................................................................. 1 An Investment Perspective and Human Resources .... 2 HUMAN RESOURCE INVESTMENT CONSIDERATIONS ...6 INVESTMENTS IN TRAINING AND DEVELOPMENT ..... 14 INVESTMENT PRACTICES FOR IMPROVED RETENTION ............................................................ 32 INVESTMENTS IN JOB-SECURE WORKFORCES .......... 42 ETHICAL IMPLICATIONS OF EMPLOYMENT PRACTICES ............................................................. 56 NONTRADITIONAL INVESTMENT APPROACHES ......... 58 SUMMARY............................................................... 67...
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...Corporate Social Responsibility An Implementation Guide for Business Paul Hohnen, Author Jason Potts, Editor Corporate Social Responsibility An Implementation Guide for Business Paul Hohnen, Author Jason Potts, Editor ii Corporate Social Responsibility: An Implementation Guide for Business © 2007, International Institute for Sustainable Development The International Institute for Sustainable Development contributes to sustainable development by advancing policy recommendations on international trade and investment, economic policy, climate change and energy, measurement and assessment, and sustainable natural resources management. Through the Internet, we report on international negotiations and share knowledge gained through collaborative projects with global partners, resulting in more rigorous research, capacity building in developing countries and better dialogue between North and South. IISD’s vision is better living for all—sustainably; its mission is to champion innovation, enabling societies to live sustainably. IISD is registered as a charitable organization in Canada and has 501(c)(3) status in the United States. IISD receives core operating support from the Government of Canada, provided through the Canadian International Development Agency (CIDA), the International Development Research Centre (IDRC) and Environment Canada; and from the Province of Manitoba. The Institute receives project funding from numerous governments inside and outside Canada,...
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...Corporate Social Responsibility An Implementation Guide for Business Paul Hohnen, Author Jason Potts, Editor Corporate Social Responsibility An Implementation Guide for Business Paul Hohnen, Author Jason Potts, Editor ii Corporate Social Responsibility: An Implementation Guide for Business © 2007, International Institute for Sustainable Development The International Institute for Sustainable Development contributes to sustainable development by advancing policy recommendations on international trade and investment, economic policy, climate change and energy, measurement and assessment, and sustainable natural resources management. Through the Internet, we report on international negotiations and share knowledge gained through collaborative projects with global partners, resulting in more rigorous research, capacity building in developing countries and better dialogue between North and South. IISD’s vision is better living for all—sustainably; its mission is to champion innovation, enabling societies to live sustainably. IISD is registered as a charitable organization in Canada and has 501(c)(3) status in the United States. IISD receives core operating support from the Government of Canada, provided through the Canadian International Development Agency (CIDA), the International Development Research Centre (IDRC) and Environment Canada; and from the Province of Manitoba. The Institute receives project funding from numerous governments inside and outside Canada,...
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...Hill 7e End of Part Case Notes Part One: Globalization There are no Part One cases. Part Two: National Differences in Political Economy; Differences in Culture; Ethics in International Business Nike: The Sweatshop Debate 1. Should Nike be held responsible for working conditions in foreign factories that it does not own, but where subcontractors make products for Nike? Answer: Most students will probably agree that Nike should be held responsible for the working conditions in foreign factories where subcontractors make products the company sells. Students taking this perspective are likely to argue that since the workers are there to produce the products for Nike, the fact that the company does not actually own the facilities is immaterial – Nike is the beneficiary of the work done in the factory. Some students may suggest that Nike be resolved of some responsibility if the factories also produce products for other companies. 2. What labor standards regarding safety, working conditions, overtime, and the like, should Nike hold foreign factories to: those prevailing in that country or those prevailing in the United States? Answer: The question of whether of whether to hold foreign factories to the same standards as domestic factories is difficult. Some students might argue that Nike should require all factories regardless of their location to maintain the same standards when it comes to working conditions, overtime, and so on. Other students however, may suggest that...
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...Mergers and Acquisitions Basics Mergers and Acquisitions Basics All You Need To Know Donald DePamphilis Amsterdam • Boston • Heidelberg • London New York • Oxford • Paris • San Diego San Francisco • Singapore • Sydney • Tokyo Academic Press is an imprint of Elsevier Academic Press is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Elsevier, The Boulevard, Langford Lane, Kidlington, Oxford, OX5 1GB, UK Copyright © 2011 Elsevier Inc. All rights reserved No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval system, without permission in writing from the publisher. Details on how to seek permission, further information about the Publisher’s permissions policies and our arrangements with organizations such as the Copyright Clearance Center and the Copyright Licensing Agency, can be found at our website: www.elsevier.com/permissions. This book and the individual contributions contained in it are protected under copyright by the Publisher (other than as may be noted herein). Notices Knowledge and best practice in this field are constantly changing. As new research and experience broaden our understanding, changes in research methods, professional practices, or medical treatment may become necessary. Practitioners and researchers must always rely on their own experience and knowledge...
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