Re-organization and Layoff- Issue Paper Essay

fuss Identification and formulation will be reviewed use the aggroup up discussion from Week 2. The paper will re-start the issue constitute the difficulty develop why it is the under untruth problem Reflect on the group collaboration process in defining the problem and Explain how a clearly defined problem could help to find the solutions.Summarize The IssueThe problem presented in article by Bouw, Mis wieldd Lay dispatchs deal go Horribly Wrong, is the lack of proper and well-managed policy around employee lay-offs. Most managers ar trained to handle a corporate crisis. Employers should approach any ruminate losses with caution and al flairs be respectful. Companies should consider whether demarcation losses argon necessary and the impact on operations internally, and how clients and contractors view it externally. Companies fate to make sure they argon following the law when it comes to laying off staff, including paying out severance as required by severally provin ce based on an employees years of service. (2013)Identify The occupationSome reasons that a company would look at reorganization and layoffs would be that the sales of that company deal dropped below what they were projecting. To help with costs they whitethorn look at laying people off and then reorganizing the employees that are left to help ensure that the internal structure remains in tact to ensure that the company continues to run smoothly. Most companies see layoffs as a way to save m one and only(a)y, however more or less times this is not the case due to the things that the company has to pay out to the employees that were let go. Alternatives to cable cuts include transferring staff to other departments, using fewer contract workers, or cutting wages. Whether its a bound, where the employees job is eliminated, or a layoff, where the employee loses the job for a certainperiod of time, a companys handling of it can have consequences.Explain Why This is the Underlying Pro blemIf sales are lower then anticipate there efficiency be a bigger problem then just lying off people. However, that is definitely where you should start, but employers need to stick to the rules around termination and ensure the reasons are clear. The negative impact the event can have on employee morale, which in turn can hurt productivity. Its traumatic to the remaining staff can create fear and resentment. To help manage the disruption, companies need to be compassionate and transparent about why the job losses occurred. If management handles it in a benevolent way it can boost their image as an employer, staff feel motivated and they tire outt live in fear. Layoff plan moves forward at GE Transportation, By Jim Martin demonstrates, that after unsuccessful lobbying and failed negotiations aimed at saving jobs, the company plan for its first round of layoffs.The pink slips were to be distributed Monday, giving employees one-week notice of their layoff. GE Transportation, sai d about 50 employees was expected to retire instead of pickings a layoff. While each retirement had the potential to spare one layoff, Duke said he didnt try to influence anyones decision. In a offerment from Erickson, the company ack instantlyledged the significance of the job cuts. We are taking this difficult step to meet an increasingly challenging securities industry that requires us to reduce costs and improve flexibility to maintain our competitiveness, she said. We visualise how hard this action is for everyone affected, including families and the broader community. She said the company is working closely with the state Department of Labor & Industrys Rapid Response team to help employees who lose their jobs. (Martin, 2013, Page 1)Reflect On The Group coaction Process in Defining the ProblemEffectively managing group decision-making has tether requirements (1) an appropriate leadership style, (2) the constructive use of disagreement and conflict, and (3) the enhancement of creativity. The most constructive type of conflict is cognitive conflict, or differences in perspectives or judgments about issues. In contrast, affective conflict is emotional and directed at other people. The dialectic goes a step beyond devils advocacyby requiring a structured debate about both conflicting courses of action. The dialectic goes a step beyond devils advocacy by requiring a structured debate about two conflicting courses of action. Custom-made solutions are necessary, so the group must be creative in generating ideas. The leader of a decision-making body must get down to minimize process-related problems.How a Clearly Defined Problem Could Help picture The SolutionsThe first stage in the decision-making process is to recognize that a problem exists and must be solved. Typically, a manager realizes some discrepancy amid the current state (the way things are) and a desired state (the way things ought to be). Such discrepanciessay, in organizational or unit pe rformancewhitethorn be detected by comparing current performance against (1) old performance, (2) the current performance of other organizations or units, or (3) future expected performance as determined by plans and forecasts. Recognizing that a problem or opportunity exists is only the beginning of this stage. The decision maker must quail at in deeper and attempt to diagnose the situation. The following questions are useful to collect and answer in this stage. The problem may be an opportunity that ask to be exploited a gap between what the organization is doing now and what it can do to create a more positive future. In that case, decisions involve choosing how to seize the opportunity. (Bateman, 2013, Page)Critical thinking plays a major affair in the decision making process. Problem Identification and formulation assist in managements ability find custom solutions using a creative generation.ReferenceBateman, T. S., & Snell, S. A. (2013). Management Leading & collaborati ng in a competitive world (10th ed.). New York, NY McGraw-Hill. Bouw, B. (2013, June 28). Mismanaged layoffs can go horribly misemploy. The Globe and Mail, B.14. Martin, J. (2013, November 3). Layoff plan moves forward at GE Transportation. McClatchy Tribune Business News, n/a.