Management Analysis & Decision Making - Essay Example

? Management Analysis & Decision Making Today’s meeting is very crucial since as a senior manager I would like to discuss an important issue at hand. As a senior manager, I have come to the conclusion that we have to lay off some employees. First I would like to assure you that none of you are on the list. However, some of your subordinates in your departments may be on the list. The order processing department will lose 4 of its twelve people; the human Resources department will lose 2 of its 5 people while the production department will lose 8 of its forty people. The reason why we have to lay off some of our employees is because the company has been experiencing some slow times over the last three months. This has been caused by the high prices of raw materials as well as high salaries. As a result, there is a need to cut costs since the company is not generating enough revenue as well as cash flow. The affected departments will be in a position to create sharp cost cutbacks for a brief episode of time. It is expected that the affected departments will be faced with more workload and the inventory turnover may be slow for a while. However, the company will suffer a one-time cost to gain subsequent annual recurring savings. Additionally, the affected areas overall output will less than the usual or poor productivity and the departments will need to readjust their work schedules and routines (Gandolf, 2008). The remaining employees are expected to display symptoms anxiety, inadequate commitment to the work, as well as lack of creativity. Staffs in the three departments namely; order processing department, the human resources department and the production department will be expected to be apprehensive of their jobs. It is also expected that people will start to view their colleagues as rivals. This will mostly likely affect the output. To ensure that there is no break of confidentiality, the departments’ managers will need to pay equivalentdevotion to the personnel who will be losing their jobs as well as those who will be remaining. For the employees who are being laid off, the departments’ managers will be required to afford fair severance, providechances for re?training, as well as outplacement resources. Again, for the employees who will be remaining, the departments’ managers will provide numerous two?way communication networks (particularly face?to?face) among leadership and personnel to provide them numerous chances to communicate their worries, ask queriesas well as deepen their comprehension of the realities of business. The departments’ managers will need to makesure that those employees who will be remaining are conscious of the resources and support afforded by the firm to employees who will be out of work. This willmake a noteworthy difference to upcoming workforce productivity and mitigate the upsurge in the voluntary turnover, which follows each forced lay off (Gandolf, 2008). To aid in the ‘moving of forward’ as well as transition after the layoffs, the managers from theinvolved departments will be required to communicate efficaciously and often with the staff. It is expected that people will begin to reveal signs of fretfulness, lack of dedication, as well as a reduction in creativity and productivity. In the days and weeks to follow the layoff, the departments’ managers will need to come up with strong leadership stratagems to aid employees focus upon the primacies at hand as well as to re-devote themselves to the company. The managers will be required to hold frequent meetings with employees plus generate an agenda;enquire on how individuals are holding up, listen as well as respond empathetically; ask about the ‘rumors’ and either dispel or validate them; set well-defined, realistic, achievable short-term goals. The managers will need to be focused upon the department’s work; institute an open-door policy; as well as let staff be aware that they approach the manager with concern, information and questions. All these stratagems will aid the company to keep the employees who will remain engaged and informed (Gandolf, 2008). Another thing I would like to let you all know is that there is a need for all managers to embody respect for all employees. In corporations wherein layoffs have occurred, fear can undercut daily work as well as steer to deficiency in productivity. There will be gossip monger, rumors, as well asa lot of lost time. The staff will begin to regard colleagues as rivals, corroding the collegiality as well as spirit within their groups. To avoid this, all managers must embody veneration for employees by being straight and honest with them. Do not withhold the truth; staffs want as well as deserve to understand what is happening. Do not offer fabricated guarantees or attempt to coat with sugar the existing reality. Communicating dutifully also entailstelling staffs when you do not have the responses to their concerns or questions (Gandolf, 2008). Communicate often; keep them up-to-date concerningexpectations and changes. Engage them in crucial decisions. Ask staff queries. Inquire for their concepts. Enquireon what they require, what they need. Even though you cannot assist them, asking indicates that you are concerned.Reduce anxiety and stress through modeling.Particularly during difficult or uncertain times like this one, it is crucial to keep in mind that we can simply control what we can control. Distressing regarding what is about to transpire will simply lead in more nerve-wracking. You could be amodel for your staffs by remaining positive, focused and upbeat on the job. Display for your staffs that as a manager you are on top yourself as well as your emotions. Do not buy-into the gossip mill and request your staffs not to either. Urge them to inform you about the rumors. Urge them to concentrate upon what they are able to control – get adequate rest, mind their health, stay focused upon their works and findmeans to have fun –at work as well as out of work. Let us all work together to keep the company floating and going (Gandolf, 2008). References Gandolfi, F. (2008, April).Learning from the Past ?? Downsizing Lessons for Managers. Journal of Management Research. Read More