Downsizing and the emergence of self‐managed teams

Abstract

This article explores the effects of downsizing and the subsequent emergence of selfmanaged work teams. Continuous and accelerated change has resulted in massive downsizing activities by organizations. A classical model for the planning -implementing -and design of the downsizing process is presented. Group structure and typology is presented in terms of formal versus informal groups. The impact of groups and group dynamics, the stages of group development, and impact upon effectiveness, environment, design and learning processes will be included. Attention is given to the survivors of downsizing who form the foundation of the selfmanaged team. Leadership demands are presented in terms of leading the survivors, ensuring commitment and managing the future. The emergence of the SMT in terms of productivity, expectations and the management of conflict complete this exhaustive review of empirical data required for action-driven organizations in a turbulent environment.

A Study of the Association Between Downsizing and Innovation Determinants

“…Hammer (1996) argued that downsizing may result in better teamwork and an empowered multi-skilled workforce which encourage new idea generation, ingredients which are necessary for innovation. Appelbaum, Bethune and Tannenbaum (1999) argue that slow and careful implementation of downsizing may lead to a creation of multi-skilled teams that support innovation in the post downsizing period. This is because, while hasty downsizing may destroy existing teams without carefully planning for the creation of new ones, by taking time to implement downsizing, organizations have the necessary space to think about replacing old teams with new ones.…”

Parallel careers and their consequences for companies in Brazil

“…This change affected those who were laid off as well as those who stayed with companies (Robbins, 1999). Many survivors felt that organizations violated the terms of their implicit psychological contracts (Appelbaum, Bethune, & Tannenbaum, 1999;Greenhalgh & Rosenblatt, 2010). This sentiment contributed to a shift from a "one career, one single company" path to a path involving employment with several organizations throughout life, and the focus shifted from the company to the individual's career (Klehe, Zikic, Van Vianen, & De Pater, 2011;Reilly, Brett, & Stroh, 1993;Wajcman & Martin, 2001).…”

Küçülen İşletmelerde Çalışanların İş Ortamına Ve Sosyal Mübadeleye İlişkin Algılamaların İş Tatmini, İş Stresi Ve İşten Ayrılma Niyetlerine Etkisi Üzerine Bir Araştırma

“…(2001), küçülen işletmelerdeki iş yükü artışının, uygulanan küçülmeye bağlı olduğunu ve eğer küçülme uygulaması sistematik strateji şeklinde seçilirse ve işler yeniden tasarlanırsa çalışanların iş yükünün artmayabileceğini belirtmektedirler. Ancak, yapılan birçok araştırma yöneticilerin küçülmeyi etkin şekilde planlamadıklarını ve sistematik stratejiyi seçmediklerini göstermektedir (Appelbaum, Bethune ve Tannenbaum, 1999b). Böylece iş yerinde çalışmaya devam edenler için küçülmüş yeni işletmenin iş ortamı öncesiyle kıyaslandığında, sıklıkla, yapılması ve üstlenilmesi gerekenden daha fazla iş ve sorumluluğu ifade etmektedir.…”