Contains answers by experts to a series of questions based on a fictional case study of an international business which wants to buy or sell a company, or change its operations, in a given country. The questions are chiefly about the business's relations with its employees.

Using real - life illustrations of successful, responsible restructurings at companies such as Charles Schwab, Cisco, Motorola, and Intel, this book provides alternatives to downsizing....

Firms that restructure through downsizing are not more profitable than those that don't, and often end up hurting themselves in the long run. Responsible Restructuring draws on the results of an eighteen-year study of S&P 500 firms to prove that it makes good business sense to restructure responsibly-to avoid downsizing and instead regard employees as assets to be developed rather than costs to be cut. Wayne Cascio explodes thirteen common myths about downsizing, detailing its negative impact on profitability, productivity, quality, and on the morale, commitment, and even health of survivors. He uses real-life examples to illustrate successful approaches to responsible restructuring used by companies such as Charles Schwab, Compaq, Cisco, Motorola, Reflexite, and Southwest Airlines. And he offers specific, step-by-step advice on what to do-and what not to do-when developing and implementing a restructuring strategy that, unlike layoffs, leaves the organization stronger and better able to face the challenges ahead.

Firms that restructure through downsizing are not more profitable than those that don't, and often end up hurting themselves in the long run. Responsible Restructuring draws on the results of an eighteen-year study of S&P 500 firms to prove that it makes good business sense to restructure responsibly-to avoid downsizing and instead regard employees as assets to be developed rather than costs to be cut. Wayne Cascio explodes thirteen common myths about downsizing, detailing its negative impact on profitability, productivity, quality, and on the morale, commitment, and even health of survivors. He uses real-life examples to illustrate successful approaches to responsible restructuring used by companies such as Charles Schwab, Compaq, Cisco, Motorola, Reflexite, and Southwest Airlines. And he offers specific, step-by-step advice on what to do-and what not to do-when developing and implementing a restructuring strategy that, unlike layoffs, leaves the organization stronger and better able to face the challenges ahead.

Based on research about the effects of downsizing on firm performance, argues that large-scale redundancies produce little long- term cost gains, and that enterprise restructuring is a more efficient means of increasing competitiveness. Based on a survey of 25 large firms over a seven-year period from 1988.

This book analyses the current conditions of work in the Indian factory sector, and provides a critical analysis of the wage, profit and productivity behaviour in India’s organised manufacturing sector over the last two decades. Examining the specificities of the conditions of industrial workers, it addresses three major questions:/-//-/- What has happened to the relative shares of profits and wages;/-/- How do we explain the levels and changes and;/-/- Are better labour standards antithetical to the project of industrial restructuring?/-//-/The author also examines the problem of industrial restructuring in India within the broader context of power and inequality in the workplace. He argues that even though the existing laws mandate decent labour conditions, India has been unable to implement them because of the minimalist position taken by successive governments./-//-/Providing new and fascinating insights into industrial growth, labour standards and development in the framework of globalisation, this book will interest students and scholars of economics, economic history, political science and sociology, as well as students of management and labour relations.

While fully two-thirds of all businesses in the United States, Western Europe, and Japan are experiencing stagnant or slowing demand, most companies in these categories are either unaware of their true situation or do not dare to confront it. Blind to alternatives beyond complete divestiture or milk