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A Successful Downsizing: Developing a Culture of Trust and Responsibility - Case Study Example

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The most common of the practices is organizing the employees into various teams so that people in departments work as a team rather than as individuals. The advantage of this is that the manager does not have to be receiving reports from individuals which is not only tiring but…
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A Successful Downsizing: Developing a Culture of Trust and Responsibility
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Download file to see previous pages The other thing to success project management is to hand over all the responsibilities to the contractors and led them do their work without constant supervision. When they are left to be in charge of their work, they take the work seriously because they are the owners. They are responsible for all the decision making as long as they fulfill the time deadline and work within the provided budget. They are left to be creative as long as the final product meets the specifications and design of the customer. This reduces pressure on the part of the contractors and leaves them at ease to decide the number of employees to work on each project, which project to start with and what time to dedicate to each project.
The manager delegates duties and downsizes the organization to create room for growth and reduce redundancy. The project manager is able to do this through becoming an overseer rather than doer of the action. When a company is downsized, it means that the remaining people have rather a lot of work to and hence no time to waste chatting or taking long unnecessary breaks. It also saves up on costs and expenses with fewer employees. A project manager that is not afraid to downsize the employees is a risk taker and hence a good leader and manager. The remaining employees for fear of being the next on line to be sacked work extra hard and increase productivity whereas maintaining the deadlines as well and this improves the overall success of the project in the long run.
2. Evaluate Judy Stokley’s level of success in developing a culture of trust while implementing her drawdown plan as Eglin Air Base’s new Advanced Medium Range Air-to-Air Missile (AMRAAM) program director. Provide three (3) specific examples to support the response.
The success level Judy got from developing trust between the government and contractors was enormous and immense. This is evident in the amount of money the air force was ...Download file to see next pagesRead More
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