Management Transformation of Hattersley Assignment

Added on - 21 Apr 2020

  • 8

    pages

  • 1371

    words

  • 3

    views

  • 0

    downloads

Showing pages 1 to 3 of 8 pages
Running head: MANAGEMENT TRANSFORMATION OF HATTERSLEY ELECTRICSManagement Transformation of Hattersley ElectricsName of the Student:Name of the University:Author’s Note:
MANAGEMENT TRANSFORMATION OF HATTERSLEY ELECTRICS1Table of ContentsIntroduction and Background:-..................................................................................................2Answers......................................................................................................................................3Answer. 1...............................................................................................................................3Answer 2................................................................................................................................5Answer 3................................................................................................................................5Answer 4................................................................................................................................6References:-................................................................................................................................7
MANAGEMENT TRANSFORMATION OF HATTERSLEY ELECTRICS2Introduction and Background:-‘Hattersley Electrics’ is a division of the ‘Hattersley’ Group PLC which is a UnitedKingdom based manufacturing organization. The main markets of this group are the high techaerospace and the defense industries. In current years, the recession in airline industry and thecontraction in defense spending by European governments have hampered the division. Toovercome the crisis situation, ‘Hattersley’ Electrics has concentrated to reposition itselfwithin the marketplace of advanced communication equipment for civilians. As part of this ithas transformed its focus of productivity, decided to downsize and restructure its workforce.Primarily the workforce was not adverse to transform due to the extensive effortsmade by management to keep them aware and engaged at all stages. We found theorganizational restructuring division in cells in case of the electronic company and decreasingthe workforce from 380 to 250. After restructuring the works council informed themanagement team of division that the workforce was concerned about the long term benefitsof these changes. Particularly they highlighted probable loss of employment, job security infuture and lack of division identity, direction from senior management and employeeinclusion in current decisions. The issue is only 28% of the employees received questionnairefrom production department.
desklib-logo
You’re reading a preview
card-image

To View Complete Document

Become a Desklib Library Member.
Subscribe to our plans

Download This Document