Abstract
Planned large scale reductions in head‐count, or down‐sizing, have
become commonplace in many industries worldwide. In practice many
downsizings fail to achieve desired long‐term results. Presents results
of a survey among large Canadian firms which suggests some reasons.
Examination of strategic management of downsizing reveals weaknesses of
both planning and implementation. Effective management of human
resources is a prerequisite but failures often arise from inattention to
other important aspects of organizational change. Suggests that a
well‐thought‐out strategy should be accompanied by process innovation,
business re‐engineering and organizational learning.
Subject
Management Science and Operations Research,General Business, Management and Accounting
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