| Description |
xix, 278 pages : illustrations ; 26 cm |
| Contents |
Foreword / Lennart Levi -- Foreword / Michael A. Hitt -- Introduction / James Campbell Quick, Marilyn K. Gowing and John D. Kraft -- 1. The Economic Context of the New Organizational Reality / Robert E. Martin and Sarah J. Freeman -- 2. Mergers and Acquisitions, Downsizing, and Privatization: A North American Perspective / Ronald J. Burke and Debra Nelson -- 3. Learning From Outcomes: Financial Experiences of 311 Firms That Have Downsized / Wayne F. Cascio -- 4. Helping People and Organizations Deal With the Impact of Competitive Change: An AT&T Case Study / Mirian M. Graddick and Peter C. Cairo -- 5. Creating a High-Performance Work Culture at Chaparral Steel / John Gordon -- 6. Base Closure: A Case Study in Occupational Stress and Organizational Decline / Joyce A. Adkins -- 7. Results-Based Career Transition and Revitalization at the U.S. Office of Personnel Management / Michael Grant and John D. Kraft |
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8. Reorganizing a Government Human Resources Office: Lessons in Planning / Clarence Hardy and Eduardo S. Rodela -- 9. Rekindling Work Commitment and Effectiveness Through a New Work Contract / Dennis T. Jaffe and Cynthia D. Scott -- 10. Layoff Survivor Sickness: What It Is and What to Do About It / David Noer -- 11. Leadership in the New Organization / Robert Rosen -- 12. Holistic Stress Management at Corning, Incorporated / Jeff Monroy, Hank Jonas and Joseph Mathey [et al.] -- 13. A Conceptual Framework for Coping With the New Organizational Reality / Marilyn K. Gowing, John D. Kraft and James Campbell Quick |
| Summary |
Organizations and businesses today are faced with increased demands to become leaner, less hierarchical, and more adaptive. These demands are the result of global competition and rapid technological change. Many organizations have responded by corporate restructuring and downsizing, often "outsourcing" many functions originally assigned to permanent employees. How do workers fare in this competitive and uncertain environment? How has the psychological contract between worker and employer changed? How can companies minimize the human impact of downsizing while remaining competitive? And how can the workforce that remains after restructuring be motivated to perform well? These are some of the questions addressed in this volume. The New Organizational Reality: Downsizing, Restructuring, and Revitalization is divided into three main sections. In Part I, the authors paint a picture of the new organizational landscape and assess the economic and human implications of the new work environment. In Part II, case studies from both the private and public sectors show how organizations such as AT&T, the U.S. Airforce, and the U.S. Government Office of Personnel Management have successfully managed restructuring. Part III presents a discussion of principles and practices that enable managers and human resource staff to revitalize companies affected by restructuring. This crossdisciplinary book will be of interest to industrial-organizational psychologists and to company managers and human resource personnel.seby [ |
| Bibliography |
Includes bibliographical references and index |
| Subject |
United States. Office of Personnel Management -- Reorganization.
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American Telephone and Telegraph Company -- Reorganization.
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Chaparral Steel Co. -- Reorganization.
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Chapparal Steel Co -- Reorganization
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Corporate reorganizations -- United States -- Case studies.
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Downsizing of organizations -- United States -- Case studies.
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Organizational change -- United States -- Case studies.
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Organizational Case Studies.
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Organizational Innovation.
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| Author |
Gowing, Marilyn K.
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Kraft, John D.
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Quick, James C.
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American Psychological Association.
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| LC no. |
97037722 |
| ISBN |
155798462X (paperback) |
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