Downsizing Case Studies Samples For Students

Overview of the Case Study

Over the years, the Singapore government had been operating on a two airline policy that had promoted efficient interaction between the government-owned Singapore airline, and its national competitor, Silvertail Airlines. For about 10 years, the duopoly worked so well until 1990 when other competitors joined the airline industry, following the airline deregulation policies adopted by the government. Consequently, the share price of Silvertail Airline Company started changing due to the friendly services such as low cost charges offered by its major competitors. This wind of change prompted a transformation in the company’s board of directors, which was replaced ...

Introduction

Family business ownership is a common scenario in many of the largest publicly listed firms. In a family business, one or more members within the management team are drawn from the owning family which often precipitates in several challenges. The issue of business ethics is one of the major challenges faced by family businesses yet it is a key factor in determining the performance and success in any business. The other challenges in a family owned business enterprise include conflict of interest between the family members, lack of accountability, abuse of office and authority among other challenges.
In this case study, Frank ...

SUMMARY OF THE CASE

Delarks a chain of stores in the garment segment was facing severe operational losses. A change in management was proposed to turn the company around and initiate the transformation process. Harry Denton took the position of CEO and proposed an instant downsizing within the company. The process was abrupt and strategies adopted by the company damaged the morale and motivation of the employees. Appropriate measures and counseling of the employees was not done. The employees were not prepared beforehand that such a rigorous downsizing process would take place (Wetlaufer, 1998).
Some of the most senior and experienced staff, which the ...

Management Case Study – Somebody has to be let go

Introduction
Having Health Systems (HS) or Health Service Organizations (HSOs) as clients can be tough and challenging. Often, a manager is left with the responsibility of redesigning the organization of the consulting firm based on the demands of the HS and HSO clients. Ever-changing rules and regulations such as the newly ratified Affordable Care Act (ACA) has required HSs and HSOs to have to adapt, and in turn, affect the flow of operations and the stability of consulting firms. Another common result of common changes in the HS and HSO industry would be the reduction in reimbursements as a result ...

Question 1. Identify several common sense notions about leadership.

Leadership is obviously important if any organization is to survive accordingly First and foremost, a manager in any organization has substantial problems in making his/her presence felt if he/she is not assertive and motivational towards staff. The manager is always the person to whom everyone turns when there is some sort of trouble brewing and this means that he/she has to have capabilities to motivate staff to do their job with the least amount of blemish possible. This is also true from the client’s perspective as if there are bottlenecks in operation, these may result in problems of an ...

Management and Leadership

Part 1: Theory and reviewSection 1: Introduction
There are two major views regarding contemporary management and leadership. The first is the personality perspective. In this perspective, the major influence of the leader is shaped by his power to influence other individuals towards achieving some goals. Therefore, the leader uses special traits that serve as bait and amalgamation for these individuals to work towards some common objectives. The other view is the behavioral aspect. In this case, the leader selects some tools that are directive, participative, and achievement oriented. The basis for selecting these tools is the needs of ...

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The company, being in a small town, had its advantages, had its own pace of work and culture. It was acquired by larger company, forcing changes, which was welcomed in terms of increased job knowledge and standardization it brought in. With the advent of newer technologies like, internet, mobiles, etc., relevance of newspaper went down. With costs increase and lesser sales, layoff was the option, which took place once. But that was not sufficient, hence the second layoff. Challenge remained that good people ...

The change styles of John Howie and Craig Lockhart

The management styles adopted by John Howie and Craig Lockhart have differences in structure and management –workers relationship. While, John was able to succeed with the aid and support of the Naval Commodore who is inclined to change, he adopted downsizing of workforce as a strategy to reduce operational cost. He was able to downsize and reduced the operational layers from seven to four. John’s management strategy was focused on cost reduction. In this scenario, John was able to reduce cost and saved £14million against a target of £3 million. However, such strategy is not workers friendly; motivation for workers ...

Reenergizing Employees After a Downsizing

The case dwells upon the change management, when a small college-town newspaper Blaze is going through the process of downsizing. The editor, Andrea Zuckerman has to deliver a final change and take control over the operational side of the change process, while the message delivery and initial stages of the process where handled by the external consultant, who, according to the editor, is complete stranger to the company. The reality is that the technology and the latest media trends make the business of Blaze a dying one and the company´s decision to downsize is, somewhat, expected by the employees. However, the ...

There were several challenges faced by General Electric during and after the year 1981. Several issues which existed in the company were brought to light and prompted by CEO Jack Welch. Several competitors of Welch who left the job when he became the CEO were required to be replaced by the new management. The priority was to reduce hierarchical bureaucracy and communication barriers between managers and workforce to eliminate the elements which made acceptance of plans and proposals difficult for the managers. The workforce employed by the company was redundant with work and the efficiency that was achieved was ...