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Management article
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Reference no. 87610
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1987
Length: 4 pages

Abstract

Many U.S. corporations are shedding operations that are doing poorly, are superfluous because of mergers, or are obsolete because of a strategy of streamlining and returning to the "core" business. Often the human element is forgotten. The plight of white- and blue-collar employees who have lost jobs because of a management decision is not considered a top priority. When the Stroh Brewery closed a 70-year-old facility in Detroit after acquiring Schlitz and its five modern plants, 1,159 jobs were eliminated. The company set up an elaborate job-search and placement apparatus to help ease the trauma for employees who would be turned out.

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Abstract

Many U.S. corporations are shedding operations that are doing poorly, are superfluous because of mergers, or are obsolete because of a strategy of streamlining and returning to the "core" business. Often the human element is forgotten. The plight of white- and blue-collar employees who have lost jobs because of a management decision is not considered a top priority. When the Stroh Brewery closed a 70-year-old facility in Detroit after acquiring Schlitz and its five modern plants, 1,159 jobs were eliminated. The company set up an elaborate job-search and placement apparatus to help ease the trauma for employees who would be turned out.

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