circular regarding the closure of showroom
Answers
Answer:
it is better for you and Mark as brainlist me
Answer:
___________
HOPE THIS IS USEFULLLLLLLLLLLLLLL
Explanation:
s the recession has intensified its grip on the world, and I’ve watched companies resort to extreme actions to weather the storm, it has struck me that this is a new experience for a whole generation of leaders. Many managers have never had to shrink their operations or workforces drastically, and as a result they are making a common mistake. They assume that they have to be the tough guys who make the decisions and that afterward they can delegate the implementation to others with one marching order: “Go fast!”
This approach makes no sense. It can destroy shareholder value. In my more than 35 years in industry, much of it in turnaround situations, I’ve come to believe that leaders have to use “soft hands” as well as “hard hands” to be successful. Yes, they must be decisive—they can’t shy away from making the call to close or shrink an operation. But they must also be heavily engaged in ensuring that employees, customers, suppliers, and communities are treated with consideration and compassion.
Morality aside, such behavior is good business. All too often the negative impact of a closure on the surviving business is underestimated. If employees who lose their jobs are treated impersonally, unfairly, or without respect, the productivity and loyalty of their remaining colleagues will suffer. Recruiting new talent will be more difficult. And customers and suppliers that feel burned by a shutdown may retaliate against the rest of the company by diverting business to competitors. How leaders can avoid, or at least greatly minimize, these repercussions is the subject of this article.