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Management article
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Reference no. 91210
Authors: Alan S Train (Harvard Business School)
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1991
Length: 9 pages
Topics: Business policy; Decision making; HBR Case Discussions; Layoffs; Management of change; Policy implementation
Share a link: https://casecent.re/p/46749
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Abstract

A division manager must decide whether to fight 11% across-the-board personnel cuts or, if he is to go along with the decision, how to implement the layoffs in his division. He receives conflicting advice from his vice presidents: one suggests he make up a new cost-cutting plan that will help the company while not hurting his division; the other wants him to support the downsizing decision wholeheartedly.
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Abstract

A division manager must decide whether to fight 11% across-the-board personnel cuts or, if he is to go along with the decision, how to implement the layoffs in his division. He receives conflicting advice from his vice presidents: one suggests he make up a new cost-cutting plan that will help the company while not hurting his division; the other wants him to support the downsizing decision wholeheartedly.

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