LO and Big Layoffs LO5351

Gray Southon (gsouthon@ozemail.com.au)
Mon, 5 Feb 1996 13:07:18 +1100 (EST)

Replying to LO5306 --

At 12:06 PM 2/2/96 EST, Rol Fessenden wrote:
>In, I believe, LO5165, I commented that it was paradoxical to expect
>employees to be creative and committed for a company that is not committed
>to the employee's long-term well-being, ie most likely, employment.
>I am, however, more troubled than ever by this direction of decreasing
>employe loyalty because of a number of loosely threads that are coming
>together for me in an unusual way.

Rol's comments about the impact of stability on the family and the society
are spot on. Another issue that seems to be consistently ignored is the
impact on the social fibre of the organisation itself. Effective
organisational structures require effective social structures that require
the development of trust and understanding. These cannot be developed with
high instability.

Yes, many of our management approaches consist of reducing the important
to that which is narrowly definable - critical success factor, managment
by objectives, corporate plans etc. etc. We are trying to simplify so we
can control, rather than developing techniques of understanding and
influencing the whole.


Gray Southon

Gray Southon
Consultant in Health Management Research and Analsysis
15 Parthenia St., Caringbah, NSW 2229, Australia
Ph/Fax +61 2 524 7822
em gsouthon@ozemail.com.au
-Info: learning-org-approval@world.std.com or <http://world.std.com/~lo/>