Managing the Workplace Survivors: Organizational Downsizing and the Commitment Gap is written for managers and other staff professionals who are charged with the responsibility of realigning the corporate culture and revitalizing survivor employees. The book helps managers and other organizational leaders understand the critical role they play in today's organization, and identifies specific strategies for increasing quality, productivity, and bottonm-line profitability among survivor employees. Organization leaders are challenged to construct dynamic strategies to empower, retain, and create incentive for the survivor employees, and to facilitate effective strategies to assure the entire organization's survival. The book is divided into two major parts: Gaining a Perspective and Developing a Survivor Strategy. Gaining a Perspective places more emphasis on who the survivors are, where they come from, and what is happening to them. It introduces the Survivor Management Model, which outlines an approach used successfully by the authors to help companies recommit and realign their survivors. Developing a Survivor Strategy shifts more emphasis to recommendations about what to do with them. The Appendices are a Manager's Toolkit that contain several instruments and exercises that have proved effective in implementing the Survivor Management Model.(Piano, Tex.: Business Publications, Inc., 1985). 2. Ibid. 3. Brian L. Davis, Carol J. Skube, Lowell W. Hellervik, Susan H. Gebelein, and James L. Sheard, Successful Managera#39;s Handbook (Minneapolis: Personnel Decisions, Inc., 1992). 4. Ibid.
|Title||:||Managing the workplace survivors|
|Author||:||Marvin R. Gottlieb, Lori Conkling|