Managing emotions after restructuring processes 1. Introduction Sometimes it is unavoidable for a company to own decisions that cause ototoxic emotions among the employees, for example job- abbreviatedtings during restructuring processes. Such decisions, despite of world necessary, domiciliate trigger fear and anger on employees side. Without treatment such situations appropriately and recognizing the existence of toxic emotions, the organization is oft non able to realize the planned gains and manage the carrying out effectively. Organizations that understand this and care about its employees emotions will create slight emotional pain and will be more self-made in the end in implementing also painful decisions. (Härtel, Zerbe & Ashkanasy, 2005) Doubtlessly thither exist situations in which a corporate structure has plump outdated or in which a company has to cut jobs in order to stay competitive. This paper therefore does not want to criticize these kind of management decisions in usual but wants to contribute to a more succeederful executing of restructuring by a better management of remaining employees emotions. The paper first discusses which emotions feces be involved in restructuring processes and how these emotions may affect a companys performance and the whole success of the process.

Thereby the paper focuses on the emotions of the people who implement the suppression decision and who keep their jobs. The emotional consequences for the ones who lose their jobs are not part of this paper, although this is definitely a very important root within this whole research area. In the second part, it is shown how companies can prevent or at least reduce the banish emotions caused by restructuring processes on employees side. In other words: What can be done from the management side to reduce toxic emotions caused by the restructuring and to reduce the decrease in motivation among employees in the months after. The paper therefore delivers a valuable,... If you want to get a full essay, order it on our website:
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