Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Case2 _layoff

293 Aufrufe

Veröffentlicht am

  • Loggen Sie sich ein, um Kommentare anzuzeigen.

  • Gehören Sie zu den Ersten, denen das gefällt!

Case2 _layoff

  1. 1. • Started as small furniture making company • Separate Capital for acquisitions • Kiran Swastik takes over as CEO in 1996 • High Customer service focus • Employees treated well
  2. 2. • Revenues have dropped • Profits have dropped • Facing competition from cheaper retailers • 10% of the workforce needs to be cut
  3. 3. • Elaboration Stage - Need for Revitalization • Revolutionary Change • Kiran Swastik has to go through a change himself • He has to chose from any/combination options given by his board
  4. 4. 1. First in first out 2. Rank and yank 3. Last, in first out 4. Lose a unit 5. Pay cut
  5. 5. Alternatives • 4day work weeks • Unpaid Vacations • Furloughs • Pension cuts • Methods to Cut labour costs and still maintain labour force
  6. 6. • Downsizing (Technological) • Structural (technological) • Performance Appraisal (HRM) • Reward Systems (HRM) • Integrated Strategic Change • Culture Change
  7. 7. • MD needs to be the motivating leader  Motivate  Bring Transparency  Give new direction to the company and the people • Identify the weak links(give severance pay)
  8. 8. Pay cut  Stop new recruitments  Employees need to take a paycut  Unpaid vacations  Cut down on parties and expenses Md needs to loosen his purse

×