Managing job reduction or redundancy Redundancy occurs when the role that an

Managing job reduction or redundancy redundancy

This preview shows page 81 - 87 out of 105 pages.

Managing job reduction (or redundancy) Redundancy occurs when the role that an employee performs no longer exists or is not required. This is a sensitive issue, the loss of motivation and morale of the entire workforce can be devastated when such news does occur not just those individuals affected by it. A process to manage job reduction 1. Identify what changes will be necessary 2. Clear vision of change communicated 3. Educate and communicate the reasons 4. Participation encouraged by staff to aid change 5. Plan and determine how change needs to occur 6. Review and feedback obtained Ethical advice offered Compulsory redundancy should be last resort A sensitive matter so plan for it Management must act as honestly and fairly as possible Selection methods used on a fair basis e.g. last in first out
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E3 revision summaries 82 A team is a group of individuals with complimentary skills and a commitment to a common purpose. They normally share a common sense of purpose; identity and social belonging and work interdependently toward a common goal often collectively sharing reward. A collection or group of individuals who share a sense of common identity and contribute to the same common aim or purpose . Advantages ¸ Dynamic and creative ¸ Flexible to change ¸ Improves staff morale ¸ Improves communication ¸ Group norms ! unify " members Disadvantages Inadequate leadership Unclear goals or objectives Personality clashes Group norms create ! insular barriers " Too many meetings to get things done Dual authority e.g. if a matrix structure exists Forming Storming Norming Performing Bruce Tuckman s stages of team development ! An inefficient collection of individuals " ! Open conflict, a highly defensive and emotional stage. " ! Team conforming to norms with greater efficiency. " ! Fully integrated team, development ceases. "
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E3 revision summaries 83 Charles Handy s contingency approach to team effectiveness A manager cannot in the short-term vary the givens e.g. team size, members, aims and the challenges faced. Managers must use instead intervening factors to maximise the output of a team to achieve greater group productivity and satisfaction. Examples of intervening factors A good leader Clear and structured ! reward systems " Clear establish aims and objectives Common processes and procedures Promotion of openness and trust Time for a group to ! integrate " Givens Members Task Environment Outcomes Productivity Group satisfaction Group Motivation Processes and Procedures Leadership Style INTERVENING FACTORS
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E3 revision summaries 84
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E3 revision summaries 85 Strategic Performance Measurement Chapter 11
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E3 revision summaries 86 Key summary of chapter Control theory Feedback control appraisal Feedback is any process where part of the output of a system is measured and returned as input to regulate the systems further output.
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