Resizing the Organization: Managing Layoffs, Divestitures, and Closings : Maximizing Gain While Minimizing Pain

Resizing the Organization: Managing Layoffs, Divestitures, and Closings : Maximizing Gain While Minimizing Pain

Resizing the Organization: Managing Layoffs, Divestitures, and Closings : Maximizing Gain While Minimizing Pain

Resizing the Organization: Managing Layoffs, Divestitures, and Closings : Maximizing Gain While Minimizing Pain

Synopsis

Presented by the Society for Industrial and Organizational Psychology, this much-needed resource offers a wealth of theoretical information, best business practices, and winning techniques for executives who must guide their companies through the often difficult processes of mergers, acquisitions, downsizings, and other transitions. Written by top experts in the field, Resizing the Organization is a field guide for applying industrial and organizational psychology theories and practices to the management of change strategies. Contributors to Resizing the Organization David T. Bastien Thomas J. Bergmann Scott M. Brooks Anthony F. Buono Wayne F. Cascio Jeffrey Crandell Kenneth P. De Meuse Daniel C. Feldman Emily L. Hause Todd J. Hostager Jill R. Kickul Scott W. Lester Raymond G. Lorenz Mitchell Lee Marks Kathryn D. McKee Philip H. Mirvis Jessica L. Saltz Roger D. Sommer Ronny Vansteenkiste Jack W. Wiley Nina E. Woodard Clifford E. Young

Excerpt

The corporate world is living through some interesting and challenging times. In today's world, in order to survive or remain competitive, corporations must continue to assess their organizational strategies, structures, and practices. Changing and adapting to external pressures and market shifts is now (and will continue to be) an imperative. It is a must; survival depends on it.

As a consequence, organizations restructure, downsize, reengineer, merge, seek financial protections, or form alliances. This can only be done if organizations remain agile, proactive, fresh, and promote innovative managerial practices. The key to success here seems to be what executives think and do. What actions they take and why. Therefore, executives—while seeking, developing, and executing managerial strategies—must be guided (one would think and want) by sound proven principles of leadership, organizational change, and human resource practices.

This is the focus of Resizing the Organization. This book seeks to provide executives with useful insights, tools, guidelines, principles, and lessons learned about organizational transition and change. Kenneth De Meuse and Mitchell Marks have compiled chapters that clearly outline how industrial/organizational psychology can contribute to (and have an impact on) organizational practice. The authors of the chapters provide, in my opinion, very valuable information to executives and human resource practitioners on how to cope, survive, and thrive in the face of external economic and social pressures. These authors collectively give us the good, the bad, and the not-so-good of resizing organizations. De Meuse, Marks, and their collaborators bring us in this volume, a clear illustration of how we (as industrial/organizational psychologists) can contribute to the corporate world. So, well done and thank you.

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