For a manager who is given a turnaround task, the goal is to improve productivity and profitability, writes Meena Surie Wilson in ‘Developing Tomorrow’s Leaders Today’ (www.josseybass.com). “The growth of the business unit may have stalled, with the company incurring enormous losses due to market contraction. The financial and operational problems of the unit may have compounded because employees are deficient in skill, unwilling to perform, and pessimistic about the company’s future, and distrust management.”
Describing thus some of the likely scenarios before the manager, the author underlines the need to focus on the human situation because the manager may have to first calm the turbulent thoughts and feelings of employees and their anxiety. She informs that widespread organisational changes become necessary when market repositioning is a must or when the workforce has to be persuaded to align with different priorities.
“Thorny issues arise: new offices and factories must be opened and surplus ones closed. Personnel have to be reassigned and the skills and attitudes of managers and employees have to be retooled… Jobs must be redesigned.”