Downsizing the Company Without Downsizing Morale Harvard Case Solution & Analysis

In their 1998 Sloan Management Review article "Maintaining Employee Morale During Downsizing," the writers maintained that powerful organizations need to develop resilience so they could benefit from new opportunities that appear during periods of economic retrenchment. They detailed four stages of downsizing programs: implementing the program, planning the program, making the statement and determining to downsize.

In this sequel, the authors assert that downsizing programs are not just about "doing more with less." They also provide opportunities to develop a sense of trust and authorization between managers and workers, which can provide major gains going forward. In addition to examining the impacts downsizing has on living workers and how survivors can influence whether a program is successful, the article explores three new areas that the writers have come to understand as significant to the success of downsizing efforts: (1) how organizations must become more adaptable, (2) how they must become more innovative and creative, and (3) how they must improve their communications with stakeholders who are increasingly distrustful of downsizing efforts.


This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE

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