The first thing that Mr. Nardelli could have done differently is to deliver the bad news in person. My current employer will have what they call town hall meeting where the leadership team will talk about what they want in front of a group of mid-level managers and it is broadcast live to the rest of the company. In the town hall meetings, they go over details about the business and some changes that are happening and at the end the mid-level managers as questions and people can email in questions to be answered. I believe that if Mr. Nardelli would have delivered the news in a manner similar to a town hall it would have meant more to his employees and allowed for some questions to be answered by him and his leadership team. Another thing Mr. Nardelli could have done is to give more details. In his email, he said “your leadership team will receive details about the new voluntary programs… I hope every eligible salaried employee will consider this program.” I think if he would have given more details as to what the programs were it would have given the employees more time to think about them and would not have caused as much of a panic feeling. When giving bad news to your employees you should explain how the decision was made (Gallo, 2015). …show more content…
I think Mr.
Nardelli did not sympathise with his employees as much as he could have. I think that if they need to cut 25% of the salaried workforce that the top of the leadership team should be getting some pay cuts at the very least. However, the only thing he mentions that looks like it could affect the top leadership team is capital expenditures. When writing a letter for a layoff you need to craft it delicately and give off a tone of goodwill (DeKay,
2010). I believe that Mr. Nardelli could have spent more time on explaining the immediate impacts on the employees. He adds into his message that “ it will be necessary to have involuntary separation actions at the end of December, which is why the company is also issuing a WARN act notice today.” Yet, he does not explain what will happen and why. He also says that he knows everyone is wanting to know how the business is going to turn out but that he cannot tell them. I feel like he should not have added that paragraph but instead tired to ensure people they leadership team had everything under control and for them to stay tuned for more announcements. Lastly, I do not think Mr. Nardelli showed any solutions or long-term benefits that could come out of this predicament. My current employer has recently changed CEOs and out new CEO is focused on making the company a “fit” company. With that, he announced a 10% reduction in the salaried workforce. In his announcement of the reduction, he said what doing so would allow the company to do and what his rationale for making the decision was. I believe that if Mr. Nardelli would have done something similar his message would have portrayed more hope. “Delivering bad news often shocks the recipient(s), burdening the messenger with the difficult task to help them recover and cope with the emotional pain of a new and unwished-for reality.” (Naimer, 2014, pg. 10).
Under his leadership, companies like Scott Paper and Sunbeam-Oster benefited from massive layoffs designed to give the illusion of profitability. This is in stark contrast to what great leaders do during the inevitable downturn. According to Collins, great leaders are looking for way to find and keep great talent, especially during dips in earnings or productivity. The idea of employee-churn to great organizations is paramount to a failure in leadership. When hiring, great leaders “take the time to make rigorous A+ selections right up front” (GTG, p.75) Good to Great leaders take their time with important hiring decisions. It is more important to have the right people on the bus and in the right seats then to have a bus filled with people who do not belong. Letting people who do not belong on the bus comes down to two simple questions: 1. “If it were a hiring decision (rather than a “should this person be off the bus?” decision) would you hire the person again? 2. If the person came to you to tell you he or she is leaving to pursue an exciting new opportunity, would you feel terribly disappointed or secretly relieved?” (GTG,
In today’s society, American citizens tend to believe that America has been, “American” since the day that Christopher Columbus set foot in the Bahamas. This is a myth that has been in our society for a multitude of years now. In A New England Town by Kenneth A. Lockridge, he proves that America was not always democratic. Additionally, he proves that America has not always been “American”, by presenting the town of Dedham in 1635. Lockridge presents this town through the course of over one hundred years, in that time many changes happened as it made its way to a type of democracy.
We all have some experience telling something that is untruthful or just an outright lie. You go looking for a way out of a tense situation when you need it most? Are you afraid of what happens when you are under stress, do you tend to be "creative" with the truth? In the story “The Secret Society of Starving” by author Mim Udovitch, girls that are suffering from eating disorders talk about the secret world of the online pro-anorexia (“pro-ana”) community. It is only there that they can truly express themselves and even motivate other anorexic people. Similarly, in the essay “Can You Tell the Truth in a Small Town?”, Individuals struggle to put their true words down on paper, knowing that if they do the secrets they share could result in them being ostracized from the only community they know, . In both “The Secret Society of Starving” and “Can You Tell the Truth in a Small Town?” The writers explore the different lifestyles of two communities and how they both seem to encourage individuals to hide the truth from the rest of the world, their lies compounding and culminating in their further removal from the community and their loved ones
Another problem seems to be his morale at his current job because of the new changes that the company is implementing in the organization. Miller seems to be upset over these changes and not willing to change with the company. This has caused his morale to plummet. This could result in not only his morale to diminish but also those employees that look at Miller as a leader as a coworker. He has been there for twenty seven years and there are those that look up to Miller as figure to the company.
The Phoenix City Council meeting stood packed with attendees ranging from council men and women, lawyers, (basically elderly) interested citizens, neighborhood representatives, owners of businesses, and many others firm on playing a undeviating role in the due process of local government. The meeting began with an invocation from the pastor of a local church invited to pray by the Mayor Stanton. Then following was a pledge to the flag and then the mayor carries the motion. The Mayor reads for the council while passing them several agendas. This series of formalities set the tone for the arrangement and flow of the summit as a whole. Things steered quickly and professionally thanks to the succinct language of both the City Clerk and the Mayor, who led the agenda of the assembly. In general, each agenda entry was introduced by the Clerk, and then led through the agenda by Mayor, who asked for each item’s approval by the Council. The executive order of the agenda acted mostly as a general guideline, as the meeting swerved from the stated order with relative occurrence. Instead of a stringent order, the items seemed to be litigated first, in terms of how straightforwardly they might be permitted. Entire swathes of application were approved if the Council did not obtain any requests for dialogue concerning the item, and if the Council was expected to endorse the item unanimously. In theory, most of these items had already been hashed out in the various other committees through which any agenda item must pass before reaching the City Council.
...nt lies In the Investors, Bollenback should address the shareholders directly of the impending situation. It would be important to make sure they know that managements incentives are not necessarily the same as theirs, as can be seen by the lack of executive ownership at ITT. Investors must know about the haphazard changes management has taken in recent in order to improve their stock price. ITT management cited the interests of shareholders and ITT employees interests as reasons not to accept a bid, yet they recently cut 125 jobs, over half of their headquarters. Hilton has a plan to Increase value to shareholders though better capital structure, improved cash flows, and synergistic cuts. Additionally, they should be aware of the window of opportunity regarding the decision created by the alignment of management’s ending terms, as well as any other timing issues.
The Dahlonega City Hall was crowded on the evening of March 1st 2010. The seats were full, except for at the very front, and the standing room was filled almost out the door. The crowd, mostly made up of students, leaned in to hear as the voices of the City Council members faded in and out of the faltering sound system. The six City Council members and the mayor sat along a bench as if they were the judges at a hearing. Because of the ongoing discussions and the crowd, I thought I had arrived a few minutes late; but I was able to find a seat in the front two rows. Despite how packed the small room was there were plenty of empty seats in the front. I had thought the meeting was well on its way by the way conversation was going and apparently I was not the only one who shared this feeling. After a solid forty-five minutes of talking about parking laws and if there was a parking problem in the city, the mayor stood up and thanked everyone for coming. Most people took this as a sign that the meeting was over and started to pack up and leave. However this was just the meetings call to order. Following a prayer and the Pledge of Allegiance the City Council meeting began.
“August 2002: a night meeting” is a story by Ray Bradbury The story begins by a character named Thomas stopping on the way to a party for gas. He talks to an attendant about living on mars and discusses how living on mars is terrible. He stops again at a martian town that is deserted. At this point a martian ship approaches and its driver Muhe Ca gets out. He states that he is on his way to a festival in a martian city. Muhe Ca is able to talk to the Tomas through telepathic communications, which makes the communication more easy. Tomas offers the martian a drink, but finds that he cannot touch each other or even anything belonging to each other. They are both convinced that the other is a ghost. Muhe Ca does not know of humans landing on mars and is sure that his way of life and people are still alive. They stop arguing and realize that life is worth too much to enjoy to argue. They part ways and resume there respective journeys.
If we do not follow the process, correctly there will be a risk of lawsuits. First, we must start by freezing all hiring, releasing all temporary employees, and then employees who are considered part-time (twenty –hours or less). The part-time employees are excluded from The Federal Worker Adjustment and Retraining Notification Act, and this will simply the daunting process (Plant Closings & Layoffs, n.d.). Next, will begin looking at seniority this is one of the safest ways to proceed in the layoff process and reduce any discrimination accusations (Fallon & McConnell, 2007). While some new younger employees may have needed skills, we must stick to policy. However, we will also consider attendance, performance reviews, and behavior. Each department manager will complete a list of employee that have the least seniority or meet the guidelines set for layoffs. Once the lists are completed by each department manager, operation managers, and human resource managers will review the list and provide feedback. The administration will calculate the number of full-time employees that will be laid off after temporary and part-time employees has been subtracted from the fifteen percent.
While the changes were necessary an area of focus would be for top management to be able to apply the new strategy and cutting sot simultaneously. Furthermore, the new market provided new challenges that allows the new strategy to be in place without affecting the employees motivation. This may be a perfect initial focus on the Human Resources department as a triggering gap that may need an analysis. Training is a significant tool thus knowing what needs training on was very crucial at this point. As stated in the case study "we don 't have a coherent HR system in place ' ' and "we have grown too large for our human resources information system(HRIS)."(Blanchard 52). This alone suggested that the firm did not know their employees weaknesses nor understood them. Since MHC was having financial difficulties this could also reflect as a competence issue with the CEO, however, since the HRIS did not have the valid information this was entirely a matter of
Downs claims that downsizing is a very harsh solution to an organization in terms of financial issues. Smith, Wright and Huo (2008) support this argument and explain that downsizing should be done with significant care and requires planning. Downs argues that for an organization to defend its intellectual capital, it must carry out lay-offs wisely, treat affected employees with respect, and ensure that the retained employees' morale is not affected. The author gives some of the consideration that an organization should follow, describes the possible impacts of the situation on employees, and offers efficient approaches to
1) He is facing huge protestation from the employees due to their angriness. This is because the employees are resisting the change in the organisation which is break out in the form of their protesting nature.
Lack of Communication: He was too proud that he failed to communicate to his people and to his employees. He did not think of consulting with others when making big or small decisions. He fired the employee who make any mistake but failed to understand that they were also humans who can make mistakes.
For many years, my company had very clear lines of authority, position, and title. Your title determined everything from the type of phone you had, to the size of your office, to the color of your walls. Although the culture of the organization has since changed, I believe this instilled a fear in many lower-level employees of talking in meetings that included higher-level executives. These executives want everyone in the meeting to feel comfortable voicing their opinions, but have trouble getting full participation. Therefore, my facilitation box focuses primarily on ways to improve participation, though many of the items can be used for other creative purposes as well.
Many psychologists believe that laying off workers can have serious consequences, such as mental and physical ailments of employees. However, other researchers say that laying off workers has never really been proven to cause depression or any other mental/ physical problems. There is also another argument that states that there is no way to avoid the act of laying off people; that it is just the way our system is set up. I believe that though the layoffs can not be avoided there could be better ways to let a worker go. I think that our system has to be improved in order for us to function properly. While some researchers say that layoffs have no serious effects they can’t avoid the changes that occur in a person after being laid off. Trying to avoid laying off people is pretty much impossible and I am not saying that it is the solution to our problems. However, reducing the damage done by laying off people is the goal. But I do think that attempting to cushion the blow to make it less detrimental to a person and their well-being would be in tact would be beneficial to all.