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Enhancing Organizational
ProductivityDelivered byRevd. ‘Kayode Oyebode
FCIPM , MNITADManaging Partner/CEObod-karon consulting
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Induction Ceremony- Institute of Professional Managers & Administrators of Nigeria – Friday 20th June 2014
Mainland Hotel Oyingbo
PRODUCTIVITY• What is it?
• Why do we need it?
• How do we measure it?
• How do we improve it?
• How do we implement it ?
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SIMPLY PUT!!• Productivity is the amount of
results (output) an organization
gets for a given amount of inputs
such as labor and machinery.
Many organizations are trying to
improve productivity because of
the stiff competition industry
wide both local and overseas.
Definition of Organizations• An organization is a collection of
people working together in a
coordinated and structured fashion
to achieve one or more goals.
• The word is derived from the Greek
word organon, itself derived from
the word ergon meaning "organ" .
Organizations Role in Society • Organizations exist to allow
accomplishment of work that could
not be achieved by people alone.
• As long as the goals of an
organization are appropriate,
society will allow them to exist
and they can contribute to society.
Organizations and People • Organizations are strongly
influenced by the people that form
part of them.
• Organizations can take in part of the
personality of the people within
them and their attitudes,
perceptions and behaviors affect
how an organization will operate.
Organizations Require Management • Organizations use management to
accomplish the work that is required to achieve the goals.
The Nature of the Organizational Environment • The external environment is
everything outside an organization that might affect it.
• The internal environment consists of conditions and forces within the organization.
The Internal Environment
• Board of Directors
• Employees
• Culture
Board of Directors• A board of directors is only required
of organizations that are incorporated; however, many other firms have them.
• The board of directors is elected by the stockholders and is charged with overseeing the general management of the firm to ensure that it is being run in a way that best serves the stockholders' interests.
Employees• When the organization's employees
hold the same values and goals as its management, everyone wins.
• However, when managers and employees work toward different goals everyone suffers.
• The composition of the organization's employees is changing, and managers must learn how to deal effectively with these changes.
Culture• The culture of an organization is the set of
values that helps its members understand
what the organization stands for, how it
does things, and what it considers
important.
• A strong organizational culture can shape
the firm's overall effectiveness and long-
term success and help employees to be
more productive.
The Nature of Management
• Management is a set of activities
directed at an organization’s
resources with the aim of achieving
organizational goals in an efficient
and effective manner.
Management Activities
• Planning
• Decision Making
• Organizing
• Leading
• Controlling
Organizations Resources
• Human
• Financial
• Physical
• Information
Efficient and Effective
• Efficient means using resources
wisely and without unnecessary
waste.
• Effective means doing the right
things successfully.
The Management Process (1)
• Planning: Setting an organization’s
goals and deciding how best to achieve
them.
• Decision Making: Selecting a course of
action from a set of alternatives.
• Organizing: Grouping activities and
resources in a logical fashion.
The Management Process (2)• Leading: The set of processes used to
get people to work together to advance
the interests of the organization.
• Controlling: Monitoring the progress of
the organization as it works toward its
goal to ensure that it is effectively and
efficiently achieving them.
Resources of an Organization• Whether Public or Private;
The resources that are available to them are:
• Land & Buildings• Materials• Plant, Machines & Equipment• Energy• People• Money
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Definition of Productivity
• Very simply,
•Productivity = Output Input
For any type of organization
EXAMPLES OF OUTPUT
• Whether the organization is public or private the outputs are ;
• Accomplishment of a taskAccomplishment of a task• Length of an outputLength of an output• Distance travelledDistance travelled• Number of pieces producedNumber of pieces produced• Weight of productionWeight of production
Examples of Output• Volume of output• Value of output• No. of documents
processed• Time taken to
carry out a job• No of jobs
attended• No. of
customers served
Examples of Input• Labour force or man
hours, man days. Etc.
• Labour cost (Naira)• Area of land(in
hectares)• Kg. Of material or
material cost in Rs.• Volume of material
or fluid• Length of material• square area of space• Units of power• Time etc.
22
IMPROVING PRODUCTIVITY
• Output = • Input • Methods of improving ProductivityMethods of improving Productivity• Increase output while input remains
same• Decrease input while output remains
same• Increase input resulting in a very large
increase in output• Decrease input by a very large amount
with a resultant small reduction in output
Types of Productivity measures
• Single Factor productivitySingle Factor productivity• Multi Factor ProductivityMulti Factor Productivity• Total Factor ProductivityTotal Factor Productivity
Other thoughts on Other thoughts on ProductivityProductivity
•“Productivity is an attitude of Productivity is an attitude of mind”mind”
• ““Productivity means doing Productivity means doing something better today than something better today than yesterday”yesterday”
• ““Productivity means Productivity means continuous improvement”continuous improvement”
•“…The wealthy nations they are the productive nations…”
•“…Productivity makes you wealthy, it allows you to support high wages, it allows you to support high returns on capital…”
Michael Porter
The need of the hour
Massive Investment !
Massive increases in productivity !
Basic Approaches to Productivity Improvement
• Investment in high output and modern plant & equipment and new technology
- capital intensive approach• Improving the efficiency and
effectiveness of existing resources
- better management approach
The two aspects of Productivity
•The “soft” or qualitative aspects
- to create an environment - to create an environment conducive to productivity
•The technical or quantitative aspect
- to measure productivity- to measure productivity
The ‘soft’ aspects of Productivity
• Productivity culture
• Team work
• Quality work
• “Delighting” customers
• Work ethic
• Caring for the work force
The quantitative aspects The quantitative aspects of Productivityof Productivity
•By this is meant the concepts
behind productivity
measurement and their
application to performance
measurement at the economy
and company level
Productivity LevelsProductivity Levels
• National ProductivityNational Productivity
• Industry ProductivityIndustry Productivity
• Company ProductivityCompany Productivity
• Divisional ProductivityDivisional Productivity
• Branch ProductivityBranch Productivity
• Individual ProductivityIndividual Productivity
National ProductivityNational Productivity= GDP
EMPLOYED WORK FORCE
This is a single factor productivity
measure and therefore wrong
inferences may be made by comparing
one country with another
Productivity of Nigeria
•How do we compare with others in Africa and World
•What inferences can we draw
Organization Productivity- Organization Productivity- how to measure ?how to measure ?
The best methodbest method is to use
Added Value( as output) per single factor of
output(Added value measures the
wealth creation)
Calculating Added Value• The subtraction method:(Wealth Generation Approach)Added Value = Total output less
Bought-in materials and services The Addition method(Wealth Distribution Approach)Added Value = Labour cost +
Depreciation + Taxes + Interest + Profit
Examples of added value
• Added Value per employee• Added Value per Naira of labour
cost• Added Value per Kg of material• Added Value per KWH of power• Added Value per litre of fuel
PRODUCTIVITY IS PRODUCTIVITY IS ALSO...ALSO...
• EFFICIENCYEFFICIENCY (Doing things right) +• EFFECTIVENESSEFFECTIVENESS (Doing the right things) ““Do the right thing and do it right Do the right thing and do it right
now”now”
Misconceptions about Productivity
• People fear, hate, feel let down, complain about productivity, very often because they have misunderstood it.
• There are several misconceptionsmisconceptions
about ProductivityProductivity
MISCONCEPTION - IMISCONCEPTION - I
• Productivity = ProductionProductivity = Production
•Productivity is merely a more
“sophisticated” word for production
MISCONCEPTION - IIMISCONCEPTION - II
Productivity means Productivity means
onlyonly Labour ProductivityLabour Productivity
MISCONCEPTION - 3MISCONCEPTION - 3
• Productivity can be increased by getting people to work harder
• TRUE TO SOME EXTENTTRUE TO SOME EXTENT• But this is labour intensity
NOT real productivity. • Real productivity means working
more intelligently not harder
MISCONCEPTION -4MISCONCEPTION -4
• Higher productivity causes retrenchment and large scale
loss of jobs
• This may happen in the short term but the long term benefits outweigh this disadvantage
Misconception -4(Contd.)
If there is low If there is low productivity then in the productivity then in the long term there will be long term there will be severe,severe,
large scale loss of large scale loss of jobs.jobs.
MISCONCEPTION - 5MISCONCEPTION - 5
Productivity is relevant
only in manufacturing and
not relevant elsewhere
MISCONCEPTION - 6MISCONCEPTION - 6
Productivity can beincreased by cutting
costs across the board
MISCONCEPTION - 7MISCONCEPTION - 7
Productivity andProductivity and Quality are trade offs.Quality are trade offs. You cannot increase You cannot increase one without affecting the one without affecting the otherother
MISCONCEPTION - 8MISCONCEPTION - 8
Productivity is directlyrelated to profits. In other words a profitable organization is always aproductive one
MISCONCEPTION - 9MISCONCEPTION - 9
Productivity is relevant only in an open economy
MISCONCEPTIONMISCONCEPTION - 10- 10
Productivity is only for
commercial enterprises
and not for the public sector
MISCONCEPTION - 11MISCONCEPTION - 11
Productivity is for
organizations and not
for you and me
SO DON’T BE MISLED BY THESE
MISCONCEPTIONS
Remember!!
•Productivity: The amount of
results (output) an organization
gets for a given amount of inputs.
•Productivity is calculated as a
comparison of outputs to inputs.
• It is not an absolute number of
items produced.
Producing a higher number of
items will not necessarily result in
higher productivity, because if
both the inputs and outputs go up
or down at the same rate,
productivity will remain the same.
•Productivity is the result of a complex combination of inputs and outputs. Productivity is a measure used to
evaluate the overall output of an organization.
It is a ratio which can be used to compare units of work. •Some may confuse productivity with being productive, or working to fill some type of quota or standard.
•Productivity can refer to the amount of acceptable work employees do for each dollar they earn or
the number of acceptable products manufactured with a given amount of resources.
•Productivity is also used to compare the competitiveness of companies and countries.
How do we improve Productivity
First point to remember
is the M I G cycle
The M I G CYCLEThe M I G CYCLE
MEASURE
IMPROVE
GAIN SHARE
The PROFIT GOAL
PROFIT = REVENUE - COSTS
Major StepsMajor Steps
Analyze the Revenues Analyze the Costs
And then Prioritize
Find the Vital Few Components of cost
ANALYZE REVENUE ANALYZE REVENUE SOURCESSOURCES
ANALYZE ANALYZE COSTSCOSTS
CLOSELY LOOK AT
Labour costsMaterial costsEnergy costsFinance costsOverhead costs
Improving labour productivity
• Improving working conditions- lighting, ventilation, noise(music), temperature, work times
• Using appropriate and better tools• Ergonomics and better work station layout.• Improving factory, stores & office layout.• Improving the method/process - use 5Ws &
IH• Who is it about?, What happened? Where did it
take place? When did it take place? Why did it happen?
• How did it happen?• Improving the nutritional status of workers
Improving labour productivity
• Improving industrial housekeeping(5s) and safety
1. Seiri• Remove unnecessary items and dispose of
them properly• Make work easier by eliminating obstacles• Reduce chance of being disturbed with
unnecessary items• Prevent accumulation of unnecessary items• Evaluate necessary items with regard to
dept/cost/other factors.
Improving labour productivity
2. Seiton (straighten or streamline)•Arrange all necessary items in order so they can be easily picked for use•Prevent loss and waste of time•Make it easy to find and pick up necessary items•Ensure first-come-first-serve basis•Make work flow smooth and easy•Can also be translated as "set in order“•3. Seiso (shine)•Clean your workplace completely•Use cleaning as inspection•Prevent machinery and equipment deterioration•Keep workplace safe and easy to work•Can also be translated as "sweep"
Improving labour productivity
4. Seiketsu (standardize)•Maintain high standards of housekeeping and workplace organization at all times•Maintain cleanliness and orderliness•Maintain everything in order and according to its standard.5. Shitsuke (sustain)•To keep in working order•Also translates to "Self-Discipline" meaning to do without being told•Improving welfare facilities and worker motivation
Use the brains of the Use the brains of the workerworker• Quality Circles
• Staff Suggestion Schemes• Kaizen System of continuous
improvement(Seiri-sort, Seiton-Set-order, Seiso-
clean-up-Shine Seiketsu- standardize, Shitsuke-Sustain-Training & Discipline)
• Self Directed Work Teams• 3 Mu – Muda (Waste), Muri (Strain), Mura(Discrepancy)
Improving Capital Improving Capital ProductivityProductivity
• Implement TQM
• Reduce Working capital
• Reduce floor space
• Utilize machinery & equipment
better
etc..
Improving material Improving material productivityproductivity
•Cheaper material
•Alternative material
•Cheaper sources
•Better utilization
Improving energy productivity
• Improve power factor•Reduce wastage•Change processes where
required for improved performance
•Study working proceduresetc.
Productivity starts with you
•Think of productivity every minute
•Be organized • Implement “1 is best
campaign”»One hour meetings»One page memos»One copy documents»One minute telephone calls
Make Productivity a way of life
•Think Productivity
•Talk Productivity
•Demonstrate Productivity
•Be Productive at Home, on
the Road, and in Office
REMEMBER!
ProductivityProductivity starts with starts with
You !You !
-Essence of Productivity Improvement
WHAT IS IT ALL ABOUT !
Competitive level of productivity
NO ORGANIZATION CAN CONTINUE TO EXIST UNLESS IT MAINTAINS A COMPETITIVE LEVEL OF PRODUCTIVITY
ORGANIZATIONS WHICH DO NOT SUCCEED IN THIS ARE DOOMED TO FAIL THROUGH STAGNATION FOLLOWED BY BANKRUPTCY OR CLOSURE
what is productivity what is productivity improvementimprovement?• Productivity
improvement is not just doing things better
• More importantly, it is doing right things better
• It’s a process of change
• To improve Productivity it is therefore necessary to manage change
Productivity as a measure of success • Productivity is the most
important long term resource
• Not only for the success of the organizations & individuals but also for national economic & social development
• It is also a measure of the efficiency of the Managers
Limits to Productivity•Management could also limit
productivity when it does not seem truly committed to improving it. One of the ways management
appears to be not committed to improving productivity is when they send mixed messages, such as withholding permission to improve methods of doing the work.
Other Limits
• Employee attitudes and skills can
also limit productivity.
Employees may be unable or
unwilling to meet standards.
• Government regulations and work
rules defined by union contracts
are other limits to productivity.
Basic Ways to improve productivity
•The two basic ways of improving productivity are to increase the amount of
output without a similar increase in inputs or costs, or
to decrease costs without decreasing the amount of output.
Productivity Improvement Cost-cutting methods of improving
productivity include • improving methods or the way things get
done;• reducing overhead; •minimizing waste, • including idle time and physical
resources;• installing modern equipment; and •minimizing
– tardiness, – absenteeism, and – turnover.
Why the Fears for PI•Many employees are fearful
of productivity improvements because many organizations make them by laying off some employees and giving extra work to the
remaining employees.
Way Out!!•Supervisors can respond to
these fears by
keeping employees informed
about the organization’s plans,
emphasizing the benefits of
productivity, and
listening to employees.
Constraints on Productivity
• There are several constraints on productivity that limit the impact of a supervisor or even of higher management. Some of the most important
constraints on productivity are •management limitations, •employee attitudes and skills, •government regulations, and• union rules.
Management limitations
• For employees to contribute to improving productivity, they must believe that management is truly committed to this objective. All too often, employees believe
that management is more interested in the next quarter’s profits than in producing high-quality goods or services as efficiently as possible.
• Supervisors should set a good
example by demonstrating through
actions and words that they are
interested in the department’s
productivity.
• Jobs that are done right the first time
and the effective use of resources
are general ways to develop
productive departments.
• To assure jobs are done right the first
time, it’s necessary to have trained
employees who have adequate information
available to do the job.
Supervisors should be aware of what
resources are needed & how effectively they
are utilized.
They must communicate both up & down the
organization to assure adequate resources
are available.
Employees need to be informed about the use
and care of resources.
•Upper management needs
information about resource
requirements and be assured
supervisors are using them in
a manner that will maximize
the organization’s goals.
Employee Attitudes and Skills• Improving Productivity
involves making changes. If you always do what you
always did, you’ll always get what you always got.
•Some changes may seem relatively small, such as adding one small task to a person’s job or changing the way a form is filled out
•Employees will not be motivated to change if they have negative attitudes about productivity improvements. Part of the supervisor s job is to identify employee attitudes and, when necessary, to help employees take a more positive view.
• Employees’ negative attitudes toward the best level of productivity are not always associated with improvement. When business is slow,
employees may “stretch” the work to fill the time.
If the loss of overtime seems likely employees may slow down or “forget” to do something on time to increase the probability that overtime will be available.
•Employee skill level will also influence how effective productivity-building efforts will be. Working at a difference pace or
different method may require new skills.
When employees are either unwilling or unable to learn, this constraint is more difficult to overcome.
Government Regulations
• Businesses & other organizations.
• Laws determine the payment of overtime wages, the provisions that must be made
for disabled persons, limits on polluting the environment, minimum safety standards for goods
produced, the use of child labor, etc.
Union Rules
•Many union contracts specify rules for what tasks particular employees may do,
hours they may work, or other restrictions on how organization use employees.
• Sometimes an organization’s managers see a way to improve productivity that violates one of these rules. Sometimes it is possible to
overcome such constraints, although that usually takes time. •It may be in the best interest of both the company and the union to negotiate a change in the work rules.
•However, this is not the job of the supervisor.
Measuring Productivity• Remember we said Productivity is
based upon the equation: Productivity = Outputs/Inputs
•which states that productivity is the amount of output produced with the inputs used.
• This formula can be used to evaluate or compare the productivity of individuals, departments or work units, organizations, and countries.
Ways to Improve Productivity
• Since the equation is expressed as a fraction, productivity can be increased by either increasing the top, or numerator of a fraction, or decreasing the bottom, or denominator of a fraction.
• To increase productivity, the supervisor needs to increase outputs, reduce inputs, or both.
• Productivity can be improved by improving quality if the improved quality is the result of reducing the amount of rework or repair to the product or service. Improving productivity through
improved quality means that products and services must be right the first time without increasing the input part of the equation.
Cost-Control Strategies • Productivity improves when
the department or organization can do as much work at a lower cost or
when output rises without a cost increase.
• When starting a cost improvement approach to productivity, the supervisor must know what the costs are.
•The most important source of such information is budget reports. Budget reports reveal
•what the highest costs are and
•where the variance indicates more money is spent than budgeted.
•The efforts can be aimed at those areas where the biggest improvements are possible. In addition, the supervisor should
spend time with workers, observing how they use the department’s resources, including their time.
The process of gathering information about costs and identifying needed improvements is part of the supervisor’s control function.
• Cost-control strategies include such things as increasing output, improving methods, reducing overhead, minimizing waste, regulating or leveling work flow, upgrading to modernize
equipment, and minimizing tardiness,
absenteeism, and turnover.
• Before trying anything drastic, be sure to determine which of these strategies will and will not appeal to higher management. For example, leveling work load may
be inconsistent with upper management philosophy or it may violate union contract work rules.
Also, supervisors may only be able to suggest upgrading equipment to upper management. •They will probably not be able to
purchase new equipment without upper management approval.
• Supervisors should not
focus on strategies that are
not under their control, but
instead should use those
that are available to them.
• Another important resource to cost reduction are employee suggestions, whether or not there is a formal suggestion program. Employees have a close-up view of
how things are done. This enables them to see the
shortcomings of the way the organization does things.
They have personal experience with what works and what doesn’t.
•Cost-cutting strategies include Increase output Improve methods Reduce overhead Minimize waste Regulate or level the work flow Install modern equipment Train and motivate employees Minimize tardiness,
absenteeism, and turnover
Increase Output•Be sure employees are
working up to their potential. Usually employees don’t go
around asking for more work. Supervisors need to be aware of
the work that needs to be done and see to it that employees are working up to speed.
When employees are asked to do more they may become unhappy. •Setting goals for higher production rates should be made with targets that are reasonable and perhaps include employees in the decision-making process.
•The supervisor must also communicate the new goals carefully.
Improve Methods• A less stressful way to do more
with a given amount of resources is to improve methods. Major improvements result from
finding a better way to do the job. •Supervisors should constantly look for
ways to improve methods. •Employees see the problems of their
jobs and often have excellent ideas on how to improve them.
– Therefore, supervisors should keep lines of communication open and actively seek new ideas.
Reduce Overhead•Overhead includes such things
as rent, utilites, staff support, company cafeteria, janitorial services, and other indirect expenses
•expenses not directly related to producing goods and services.
• Staff departments in particular can be guilty of contributing too much to the cost of overhead by generating unnecessary paperwork Supervisors and their employees
who produce or handle reports and forms should evaluate this paperwork to make sure it is needed.
Minimize Waste•Waste occurs in all kinds of
operations. For example. a factory may
create a lot of waste through poor manufacturing processes and poor material handling.
An office may make too many photocopies or needlessly long proposals, contributing more to landfills than to the company’s profits.
•Another costly waste is downtime or idle time. For example, in a factory idle
time occurs while a machine is shut down for repairs or workers are waiting for parts.
In an office, idle time occurs when employees are waiting for instructions.
•Another form of wasted time results from detour behavior, or tactics for postponing or avoiding work. Time is wasted when
supervisors and employees stop to talk or go get a cup of coffee at times other than when breaks are scheduled.
Regulate or Level the Work Flow
•An uneven flow of work can be costly. At low times, employees are
idle. When demand is up
employees have to work extra hours to keep up resulting in the need to pay overtime.
•Steps a supervisor can take to regulate the work flow in his or her department: (1) Make sure that he or she is
doing an adequate job of planning for the work that is required.
(2)Work with your boss and peers in other departments or form teams of employees to examine and solve the problems with work flow.
(3) If the work flow must remain uneven, the supervisor may find it best to use temporary employees during peak periods. •This approach can work if the temporary employees have enough training in the needed skills.
Install modern equipment
•Work may be slowed because employees are using worn or outdated equipment. If that is the case, the supervisor may find it worthwhile to replace it with modern equipment.
• A supervisor needs to determine whether the expense of buying new equipment, or recommending its purchase, is worthwhile. One way to do this is to figure out
how much money per year the new equipment will save. •Consider such things as lower repair
costs, less down time, and more goods produced.
•Then compute the number of years it will take before the savings will offset the cost of buying the equipment.
– This is known as the payback period.
Train & motivate employees
•For employees to work efficiently, they need a good understanding of how to do their jobs. Training alone does not lead
to superior performance; employees also must be
motivated to do good work.
Minimize tardiness, absenteeism, and
turnover• Lack of motivation often is the
problem underlying time lost to tardiness and absenteeism.
• Low morale is another reason. • Employees who do not find
their jobs rewarding personally are more likely to find excuses not to show up.
• The extra costs are paid for someone who is not working. Even if wages are not paid, the
organization still must pay the employees’ benefits.
Other employees may not be able to work efficiently when other employees are not there. •Obviously, this means that customers may not be served adequately in a timely manner.
•The cost of disappointing a customer is unknown and unmeasurable.
• The rate at which employees leave an organization is known as turnover. Any turnover adds costs because the
organization must spend a lot of money to recruit and train new employees. •Of course, the costs go up when the rate of turnover goes up.
•The company also absorbs other costs such as lower productivity of employees while they are gaining knowledge and skills associated with the job.
•The risk of failing to meet organizational objectives is also increased.
Overhead•Expenses not directly related
to producing goods and services; examples are rent, utilizes, and
staff support.•Overhead expenses will be
incurred whether or not the company is producing goods or services.
• When productivity is low, overhead expenses may be an excessive burden. E.g. , under a standard level of
production, each item of product or each incident of service is priced to contribute to the profit of the organization.
When productivity is low, the overhead is spread over fewer goods and services, resulting in a higher percentage of overhead (input) being absorbed by each.
Down Time or Idle Time• Time during which employees or
machines are not producing goods or services. Down time of machinery, both
scheduled and unscheduled, is likely to be recorded. • Idle time for employees is often
unknown. – During employee idle time a special
effort may be made to look busy and stay out of the way of observing management.
Detour Behavior
•Tactics for postponing or avoiding work.
Payback Period
•The length of time it will take for a benefit generated by an investment (such as cost savings from machinery) to offset the cost of the investment.
Although a supervisor may have limited control over these costs, he or she should be mindful of waste and attempt to reduce these costs.
Employee Fears about Productivity Improvement
• A highly productive organization is in an ideal position to thrive and grow. Thus, employees can benefit from
productivity improvements. Even so, many employees react
with fear when managers start talking about improving productivity.
• Increases in productivity are often coupled with less overtime, layoffs, more work because less idle
time, and change in work methods.
•When layoffs occur, the people who are left behind often have to struggle to keep up with the work that still has to be done.
•Supervisors must respond to these fears.
• If a supervisor does not understand the types of changes to be made and the reasons for the changes, the supervisor should discuss the
matter with his or her boss as soon as possible.
• After obtaining a clear view of the organization’s plans and goals, the supervisor should present this
information to the employees.
•Emphasize the benefits and avoid dwelling on the negatives.
•Answer employee questions and seek to get information for them.
•While information alone will not make employees enthusiastic, uninformed employees will almost certainly suffer from low morale.
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