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Copy of The Cat is out of the Bag: KANA and the LayoffGone Awry

B370 Human Resource Management
by

Giovanni Baldinu

on 1 December 2013

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Transcript of Copy of The Cat is out of the Bag: KANA and the LayoffGone Awry

Unit 3
Presented by:
Miguel Rivera Jr.
Alex Ramos
Layoffs
Human Resource Management
Harvard Business School:
The Cat is out of the Bag: KANA and the Layoff Gone Awry
Overview
Vicki must quickly assess the situation, figure out what went wrong, and decide how to manage each of the company's stakeholders, including Chuck Bay, KANA's CEO. This case examines conflict, speaking up, crisis management and how best to leverage one's power.
Conflict Resolution
For all of us, the one commonality to every conflict is…us. Have you noticed that regardless of who we’re in conflict with or the issue about which we are in conflict, we’re always there?
To resolve a conflict, therefore, you first examine whether there’s anything you’re doing (or not doing) that may be causing the conflict to persist.
The Cat is out of the Bag
Chuck & Vicki should have let the employees know of the situation they were in about the layoffs instead of lying and telling employees she was taking a “vacation”.
Speaking up
6 Steps of Speaking up
Be Ready
You know another moment like this will happen, so prepare yourself for it. Think of yourself as the one who will speak up. Promise yourself not to remain silent.
*Be Ready!
*
Identify the Behavior
*
Sometimes, pointing out the behavior candidly helps someone hear what they're really saying. Don't sugar coat it. (Especially when laying someone off.)
*
When identifying behavior, however, avoid labeling, name-calling or the use of loaded terms. Describe the behavior; don't label the person
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Identify the behavior: Your goal is to communicate!
Appeal to Principles
If the speaker is someone you have a relationship with — a sister, friend or co-worker, for example — call on their higher principles (One big family)
*"Say What?!?!"
*
Set Limits
*
Even as an employee, you cannot control another person or their actions, but you can say...

*
"Don't say that!"
Be Vigilant
Remember: Change happens slowly. People make small steps, typically, not large ones. Stay prepared, and keep speaking up. Don't risk silence. It's best to take it one step at a time and after it's all done, enjoy the marvels of your work.
*Vicki!!! Say something girl!
... Chuck, you suck.
Crisis Management
Crisis Management is the management and coordination of your institution’s responses to an incident that threatens to harm, or has harmed, your institution’s people, structures, ability to operate, valuables and/or reputation.
1. In a crisis, a manager can do everything right — using all available information and the best possible judgment — and the decision can still make matters worse. (You're one big family.)
2.
*
A leader will never get perfect information during a crisis situation — and leaders will succeed only where they are capable of making a decision absent perfect information.
The psychology of crisis decision making
3. Decisions will be reviewed by hindsight.
It is a harsh reality that once a crisis has subsided, anyone not directly associated with the decision making process (and perhaps some who were) will begin to critically examine every decision the manager made. In some cases, as the dust settles, blame may be assigned, lawsuits may be filed, and jobs may be lost.
How to Best use ones leverage Power
One of the most powerful tools successful people use on a regular basis is leverage. Leverage means utilizing the strengths of other things, processes, and people to do a lot more than you could do alone. Leverage helps you get the most out of yourself, because you free up your time to work on the activities that are most valuable to you.
1.
*
Learn from others... Learn from others successes and mistakes
2. You always have a friend...
Outsource. Use the energy and knowledge of other people to make your life easier.
3.
*
Don't be shy! Network!
Work “the system.” The social networking system, that is. If we are six degrees of separation from anyone in the world, then we are just six degrees away from the perfect resource.
*
Layoff Details

*
How to manage and progress when the company starts to go under
*
Analysis
Communication
Comeback
Critical Thinking
Analytical skills are not just essential during and before the Layoff.


CONSTANT VIGILANCE!
*
Communication

*
Avoid losing your employees' trust.
Many complications in a layoff can be avoided with ample communication
Without this step, then the Layoff will have been fruitless
The difference between success and failure is not the number of problems--but how they are handled.
Reconstruction
*
Conclusion

*
Layoffs are stressfull all around, but with an analytical approach, effective communication, and a good comeback, the company may be able to rebuild itself.
Work Cited
***Presention setup thanks to www.prezi.com
http://www.crucialsklls.com/2009/12/rebuilding-trust-after-layoffs/
Harvard Mentor
Harvard Business School
http://www.youtube.com/watch?v=lnW6GsMBLMg&feature=fvsr
http://www.adrants.com/images/gm_little_people.gif
http://conflictresolutiontraining.net/conflict_resolution_training/Conflict_Resolution_Tip__See_Yourself_As_Others_See_You.html
http://www.tolerance.org/publication/speak/six-steps-speak
http://www.adl.org/security/crisis%20management.pdf
http://devanifreeman.com/2011/05/23/the-power-of-leverage/
Full transcript