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Cutback Management - Essay Example

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This is because decision on what to cut may have a long term effect on the business. However, this idea should be done is a systematic manner, being inclusive and with great…
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Cutback Management
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Cutback Management Cutback Management Key issues facing an organization in the cutback management mode Every organization is by no means faced with fiscal stress, especially when resources are declining. Some of the tasks that a public manager has to address in this mode are:
i) Decision on what to cut: This is ultimately the most controversial and challenging item to address. This is because decision on what to cut may have a long term effect on the business. However, this idea should be done is a systematic manner, being inclusive and with great consultation from the stakeholders.
ii) Maintaining morale of workers: Downsizing public or nonprofit organization has detrimental drawbacks to worker’s morale.
iii) Retaining the quality of staff: Productivity may also be impacted negatively due to cut back of an organization.
iv) Stakeholders: They have resentment to increase funding or decreased relating program a manager wishes to undertake.
v) Avoiding disasters that may be encountered by an organization as a result of a cutback. This can lead to low productivity and lack of viable decisions.
Budget allocations are very crucial to every organization. It often represents the most important and consequential policy statements that governments or nonprofit organizations make. (Bryson, 2011). In a bid to cut off expenses, an organization is faced with budgetary constraints. Operational costs or program may be cut to give room for other funds for piloting, preparation or other substantial reforms. It therefore becomes hard to achieve changes in an organization. With fewer resources remaining, it will be a hard task to bring organizational changes, as well as to meet innovative programs for employees. Furthermore, the organizations’ flexibility in innovation is diminished. It may become hard to reach consensus on howmuch is going to be cut from the budget by the stakeholders.
Best Practices for Cut Back Management
Cut back management should be viewed as a trend to better opportunities that will lead to improvement as opposed to a threat. The tone used for such a task should be positive. Also, a cutback management should be planned and prepared for and articulated well. The management should be well aware that there comes a future turn to econonmise minimum resources. The organization also should evaluate human resource as a an important asset instead of pegging it as a budget makes a human resource more viable in terms of growth and productivity. In this sense, employees should be involved in the trend. They should contribute and feel that they are accountable for such a move. Communication also plays an important role. Therefore, during such a move stakeholders should be honest in every aspect to every employee that it will be done on honest grounds. Last, a variety of methods should be adopted and not merely headcount restrictions (Bryson, 2011).
Differences between Ordinary change management and Cut back management
As seen from above, cut back management embrace a systematic strategy that an organisation adopts in order to achieve some set targets. On the other hand, ordinary change management refers to a haphazard manner undertaken in order to cut on expenses that a firm incurs. It does not affect the roductivity as the organisation still operates on maximum benefits per man hour times. Cut back management may affect on productivity (Levy, 2013).
The future of management seems to be based on cutting edge productivity coupled with little margins left on non profit organizations. It is by no feat to learn that strategic planning forms the core on nonprofit and public organizations to continue being viable. Managers should strive for efficiency and ultimate effectiveness. They should look for more strategies to improve on performance. The above two strategies are the important tools in effecting a change, though they should be used not to curtail any work in an organisation.
Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. San Francisco, CA: Jossey-Bass, a Wiley Imprint
Levy, J. M. (2013). Contemporary urban planning. (10 ed.). Upper Saddle River, NJ: Prentice Hall. Read More
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