Course Details
Effective Restructures
16 May 2012
Professional Development
Developing Others
The University of Auckland
Room 332, Level 3, Building No 810, 1-11 Short Street, Auckland City
Full Day
8.30am - 4.30pm
8.30am - 4.30pm
$695.00
Includes morning tea, lunch and afternoon tea
Includes morning tea, lunch and afternoon tea
During times of restructuring and downsizing how can you best assist others so that well-being and effective on-the-job performance are maintained as much as possible?
In this course you will gain an understanding of the role you can play in mitigating some of the negative consequences of organisational restructure. You will leave with a check-list of tools and ideas to support organisational effectiveness, and well-being of self and others during and after organisational restructure.
NB The workshop does not contain legal advice of any kind. It addresses the issues of effective restructures from an organisational psychology perspective.
Course outline
1. Rationale and potential costs, benefits and derailers
Drawing on the restructure and downsizing literature as well as experiences of participants, the reasons for restructures are explored and summarised. The grieving process of those affected by restructures is examined, and costs, benefits and derailers will be explored.
2. The restructure process, legal guidelines and understanding the impact of change
The NZ Employment Act 2000, sets the process framework for restructures, especially those including redundancies. Successful implementation of organisational restructures requires not only following those processes (to avoid legal action), it also requires consideration of a number of psychological fundamentals. Being aware of these and knowing how to use them to the advantage of self, others and the organisation will increase the chances that the restructure is effective. The main aspects that will be discussed in this part of the workshop are change, uncertainty and ambiguity.
3. Preparation and planning, communication and fairness
Once the decision to restructure is made, careful and considerate planning and ‘homework’ is needed. Processes need to be clearly reviewed, structures pre-planned, role descriptions and competencies analysed. Without clarity and detailed understanding by leaders, the process is likely to contribute to ‘survivor sickness’. Communication is one of the most powerful tools during this period.
4. Supporting the well-being and engagement of self and others
Times of organisational restructure and/or downsizing can be very stressful for those who execute those decisions as well as for those who are affected by them. Using stress theories, interview data and individual exercises, a number of strategies will be shared with participants and where applicable, demonstrated and practised.
In this course you will gain an understanding of the role you can play in mitigating some of the negative consequences of organisational restructure. You will leave with a check-list of tools and ideas to support organisational effectiveness, and well-being of self and others during and after organisational restructure.
NB The workshop does not contain legal advice of any kind. It addresses the issues of effective restructures from an organisational psychology perspective.
Course outline
1. Rationale and potential costs, benefits and derailers
Drawing on the restructure and downsizing literature as well as experiences of participants, the reasons for restructures are explored and summarised. The grieving process of those affected by restructures is examined, and costs, benefits and derailers will be explored.
2. The restructure process, legal guidelines and understanding the impact of change
The NZ Employment Act 2000, sets the process framework for restructures, especially those including redundancies. Successful implementation of organisational restructures requires not only following those processes (to avoid legal action), it also requires consideration of a number of psychological fundamentals. Being aware of these and knowing how to use them to the advantage of self, others and the organisation will increase the chances that the restructure is effective. The main aspects that will be discussed in this part of the workshop are change, uncertainty and ambiguity.
3. Preparation and planning, communication and fairness
Once the decision to restructure is made, careful and considerate planning and ‘homework’ is needed. Processes need to be clearly reviewed, structures pre-planned, role descriptions and competencies analysed. Without clarity and detailed understanding by leaders, the process is likely to contribute to ‘survivor sickness’. Communication is one of the most powerful tools during this period.
4. Supporting the well-being and engagement of self and others
Times of organisational restructure and/or downsizing can be very stressful for those who execute those decisions as well as for those who are affected by them. Using stress theories, interview data and individual exercises, a number of strategies will be shared with participants and where applicable, demonstrated and practised.
Andrea Maria Polzer-Debruyne
Andrea is a Human Resources consultant who has had extensive training and teach ing experience, including Organisational Psychology and Human Resource Managemen t at The University of Auckland. She is currently working on her PhD investigati ng personal web use at work, and is part of a consulting team, helping companies improve the performance of their employees.
Andrea is a Human Resources consultant who has had extensive training and teach ing experience, including Organisational Psychology and Human Resource Managemen t at The University of Auckland. She is currently working on her PhD investigati ng personal web use at work, and is part of a consulting team, helping companies improve the performance of their employees.