Effective organizational downsizing: paradoxical processes and best practices
Kim S. Cameron, Sarah R. Freeman, Aneil Mishra, University of Michigan. Graduate School of Business Administration
University of Michigan, Graduate School of Business Administration, 1991 - Business & Economics - 72 pages
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30 organizations approach to quality associated with organizational assumptions bottom-up CATHERWOOD LIBRARY centralized changes continuous improvement control strategies CORNELL UNIVERSITY Cost Reduction Strategies creative quality cross-functional cross-functional teams customer expectations decentralized downsizing activities downsizing created downsizing efforts downsizing strategies downsizing was implemented economies of scale effective downsizing firms effective firms EFFECTIVE ORGANIZATIONAL DOWNSIZING efficiencies eliminated emphasized error detection error prevention example firm focuses Focus global competitors growth headquarters highlight identified implementation Fosters incentives increase individual strategies interviews investment involved large organizations long-term loose coupling loss lost their jobs million models of quality nonproduction workers organization and management Organizational decline organizational effectiveness outplacement Paradoxes exist PARADOXICAL PROCESS productivity declines purchasing reduced the number redundancy Regarding Products regeneration phase responsibility semi-autonomous units small organizations staff functions subunits successful downsizing suppliers survivor guilt systemic strategies tasks top managers transition U.S. organizations University of Michigan Whetten white-collar employees white-collar productivity zero defects