Part Two: Discuss what leadership actions you would take to adapt your business should the following happen in the first three years of operations: o Your manufacturer has a labor strike that may last for 6 months.
In a situation like this I would not want to be put into a position that could potentially leave my employees without jobs. I would have to be proactive about shifting my stock to products that I can obtain from other suppliers. While it could potentially hit my bottom line if this is a product that is a big money maker, it is more important to keep moving forward even if it is slower. Once things are resolved in the manufacturers business I can shift the business back to them. o Three more competitors emerge who are now in direct competition with your company in product quality and price. There is almost always going to be competition. How you run your business and what sets you apart from the others is what will make you a front runner. If by now we have not found our niche, I would say that now is the best time to do it. We need to find a way to offer the product in a way that makes people want it from us and no one else, while we maintain our competitiveness. We could consider a small price drop if our overhead is not too high. But there is also the possibility of launching a marketing campaign that will flood the market with our product and company name. o You have had to lay off half your employees and the rest are disheartened as a result. As a manager I never want to be faced with this situation but it is a part of business that we all might have to face some day. I would take the time to track the trends so when things start to look up it can be presented to the workers to help restore hope. I want to try and reduce the impact this will have on the workers and would want to try to keep a positive and motivational work environment so in spite of the layoffs they see that we are supporting their efforts. I would also make myself available to discuss with them
any questions about the layoffs they may have. If they don’t have questions I may consider having a meeting with everyone to give them information about what is going on and assure them that they will not be losing their jobs. Communication is going to be important to keep the trust and moral intact. And finally I would set goals regarding the work expectations amidst the changes and how we plan on compensating for the loss. Summary
References : Keeping employees engaged after a layoff . (2012). Retrieved from EMPLOYEES ENGAGED AFTER A LAYOFF AP v1 2 102111.pdf Angela. (2008, September 25). Strategies to enhance team cohesiveness in an organizational setting . Retrieved from ???? Incorporation. In Gale Encyclopedia of Small Business Retrieved from
- Spring '10
- Business, Management, Accountant, management team, Adrenaline Sports