Week 3 Flashcards
What is downsizing?
Planned elimination of personnel
Why should you not use downsizing?
Long term prospects are decidedly negative and All things equal, downsizing does not generate higher profit.
What is the “Survivor Syndrome” of downsizing (4)?
The impact on the “Lucky Ones” 1: Reduces job involvement/commitment, 2: may decrease creativity, 3: Increases voluntary turnover. FAIRNESS is important! (All things equal, downsizing does not generate higher profit.)
According to Cascio & Wynn, what are some best practices of downsizing (4)?
1: Make targeted, strategic cuts, 2: Involve employees (give choices)-under certain conditions, 3: Don’t consider it a “quick fix”, 4: treat employees fairly
According to Cascio & Wynn, what should you do before downsizing (3)?
Think careful, think twice, seek input (employees)
According to Cascio & Wynn, what should you do during downsizing (3)?
Lead by example/share pain, be fair, comm.
According to Cascio & Wynn, what should you do after downsizing (3)?
Offer survivors opportunities, training/support, align business practices with new reality
What do Heath & Heath argue?
“Change should be linked with what one intrinsically values” (identity rather than consequences model) –> ppl will be more enthusiastic
What should one do in C.M. according to Heath & Heath?
Link part of change to (new) identity - Only indirect evidence available - Identity appeals to motivate individuals. IDENTITY MODEL; –> Match change with 1: Personal (collective) identity/values, 2: (invented/new) possible, desired identity -> can result in involvement.
What is the ‘Consequences Model’? (Heath & Heath)
Instrumental, calculative motives of behavior. Rational, analytical costs-benefits. –> Extrinsic, “What’s in it for me/What can I get from it” (e.g. promotion). –> “Valence” is consequence model and NOT a preferred way to engage in changes according to H&H
What is the ‘Identity Model’? (Heath & Heath)
Self-expression motives of behavior. –> Intrinsic, coming from w/in and in line with identity. Be inherently rewarding. –> Match change with 1: Personal (collective) identity/values, 2: (invented/new) possible, desired identity -> can result in involvement.
According to Venus et al. what can be said about effective change leadership?
“Effective change leadership has to emphasize continuity - how what is central to who we are as an org. will be preserved despite the uncertainty and changes on the horizon.” Also; highlighting good/bad about change fuels fear (“changes will be fundamental”)
According to Venus et al. what can be said about change?
Change can threaten identity (social-identity, ppl. identify with work, “we”)
According to Venus et al. when do employees embrace change?
Employees embrace change when they experience a sense of continuity of organizational identity. Also; Higher feeling of collective continuity, more likeliness to be open for change (esp. when uncertainty is high)
According to Venus et al. why is collectivity important?
Collectivity (group membership) reduces our uncertainty, assists us in what to do in a certain situation, etc. Also; Higher feeling of collective continuity, more likeliness to be open for change (esp. when uncertainty is high)
