Downsizing, reduction-in-force, restructuring, lay-offs . . . the human consequences are often the same: Fewer people doing more work. The costly* conflicts that arise in such a cauldron of workplace stress are challenging for any manager, and may even lie on the path toward the manager's own demise.

The Track 2 option is recommended for managers in downsized organizations." The Track 3 option is recommended for human resource professionals and other support staff. Note the team discount.

Follow links in the "Conference Info" panel to the left for program details. Print this one-page flyer

* Click for complimentary access to the Dana Measure of Financial Cost of Organizational Conflict, an on-line calculator producing immediate results. Also compute the financial return-on-investment in conflict management training.

Edited by Melissa Zarda. See other bibliographies.
Contributors: Jennifer Yelton, Scott Kosswig

Copyright restriction: The contents of this bibliography may not be placed on other websites, but links from other websites may be directed to this page. Hardcopies of this page may be printed for academic purposes.

• Cabrales, A., Calv´o-Armengol, A. (2004). Corporate Downsizing to Rebuild Team Spirit. Retrieved from Web, June 15, 2005. Updated June 16. (First Version: July 2003).

The authors propose a new theory for downsizing, based on strategic reasons, rather than technological ones. Conflicts arise when people are downsized from a crisis. The authors think if you downsize during successful times it could encourage positive competitiveness and “optimal efficiency".

• du Plessis, A.J. Dr., (2002). Conflict during the changing process: Human Resources Role in 2002 and in 2010. School of Management and Entrepreneurship. Auckland, New Zealand.

According to the author of this research paper, downsizing and changes in organizations structure will continue to increase during this decade. With Increased cultural diversity and competing stakeholders' interest, conflict is inevitable. When an employees' organization changes, tension and stress emerge. The Author discusses two types of conflict models during this phase of reorganization, Structural, which is based on events causing conflict, and Process, which is a conflict based on internal dynamics. To avoid destructive behavior and provide the employee an opportunity to be successful during the change, the management structure must communicate openly and allow for participation in the process.

• Hickok, T.A. (1998). Downsizing and Organizational Culture. Journal of Public Administration and Management.

Although most downsizing is done to save cost, the author contends that the largest effect comes from the culture change. He mentions a shift from employee well-being to company health, from family to competition, and from stable to contingent. Those considering downsizing need to think about the long-term effect. The author suggests reviewing how the process is announced, opening up lines of communication, understanding the full consequences to the employee, being prepared to answer questions and accusations, and know that the future will be better once the process is complete.

• Leung, Alicia S.M., Chang, Ludwig M.K. (1999) The Impact of Organizational Downsizing: Psychological Dynamics on Surviving Managers. Hong Kong Baptist Academy. Kowloog Tong, Hong Kong.

The paper examines the recent downsizing and restructuring related to Asian financial crisis and its psychological effects on the well-being of Hong Kong’s labor force. The authors constructs a theoretical model to aid in the understanding of the effects of downsizing and attempts to provide specific recommendations for future research.

• Pikula, Deborah A. (1999). Mergers & Acquisitions: Organizational Culture and HR Issues. Industrial Relations Center, Queen’s University. Kingston, Ont.

The paper offers insight on the importance of strategically managing human resources and corporate culture before, during and following a merger or acquisition. The study discusses the importance of management’s consideration to its human resources as it constructs its financial and strategic goals. The author highlights how cautious proactive planning by the acquiring company can reduce risk of failure and ease transition.

• Van Slyke, Erik J. (1997). Leading Productive Conflict. Retrieved August 23, 2005. Innovative Leader Vol. 6, Num. 11, pp. 

The article discusses how management can embrace productive conflict, during a reengineering and downsizing of a corporation, by encouraging competition, improvement, and innovation. The author highlights the fact that strengthening the organization and creating an environment that acknowledges conflict can be productive during these periods. They provide specific examples of how managers can accomplish these goals.

• Winkler, B.F. (2003). Organizational survivors perceptions of conflict and justice during downsizing. Texas A&M University. Graduate Submission.

This thesis paper takes a look beyond the downsizing process to those who remain employed and the relationships they have with each other, both those who remained and those who left. It discusses the employees' perception of justice and conflicts during and after the downsizing occurs and how they handle those emotions. The author studied data gathered from interviews of a downsized telecom company.