Sage Journals: Discover world-class research

Abstract

This article discusses the implications of organisational change for organisational management and staff. Attention is given to the impact on those who survive downsizing or restructure and refers to these individuals as the survivors. Change necessitates many personal skills as well as the ability not only to be proactive but also “preactive”. The writers suggest that if, as has been asserted, the notion of career as we know it is dead, then the traditional role of the career practitioner may also be defunct. The article concludes with the suggestion that life management skills need to be acquired early in an individual's development and that the role of the career practitioner should be expanded to incorporate the facilitation of these skills for their clients, the survivors.

Get full access to this article

View all access options for this article.

References

Bowman

G.D.

Stern

(1995). Adjustment to occupational stress: The relationship of perceived control to effectiveness of coping strategies. Journal of Counseling Psychology, 42 (3), 294–303

Caudron

(1996). Teach downsizing survivors how to thrive. Personnel Journal, January, 39–48

Clark

Koonce

(1995). Engaging organizational survivors. Training & Development, August, 23–30

Daniel

T.A.

(1995). Planning for voluntary and involuntary work force reductions. Employment Relations Today, Autumn, 47–65

Dunn

(1997). Career development in changing organisations. In Patton

McMahon

(Eds.), Career development in practice: A systems theory perspective (pp. 117–130). Sydney: New Hobsons Press

Gelatt

H.B.

(1962). Decision-making: A conceptual frame of reference for counseling. Journal of Counseling Psychology, 9, 240–245

Gelatt

H.B.

(1989). Positive uncertainty: A new decision-making framework for counseling. Journal of Counseling Psychology, 36, 252–256

Gelatt

H.B.

(1991). Creative decision making: Using positive uncertainty. Los Altos: Crisp Publications

Handy

(1989). The age of unreason. Boston: Harvard Business School Press

10.

Littler

C.R.

Bramble

Dunford

(1996). Downsizing: A disease or a cure? HR Monthly, August, 8–12

11.

Marquardt

M.J.

(1997). The learning organisation. Training & Development in Australia, 24 (2), 3–8

12.

McConnell

C.R.

(1996). After reduction in force: Reinvigorating the survivors. The Healthcare Supervisor, 14 (4), 1–10

13.

Mirvis

P.H.

Hall

D.T.

(1996). New organizational forms and the new career. In Hall

D.T.

and Associates (Eds.), The career is dead — long live the career: A relational approach to careers (pp. 72–100). San Francisco: Jossey Bass

14.

Morgan

(1997). The changing nature of work: Survive & prosper. Bushgrove, NSW: Morgan Key Training Resources

15.

Pollar

(1995). After the fallout. Successful Meetings, October, 99–102

16.

Pond

(1994). Outplacement spreads its value beyond the job hunt. H.R. Monthly, May, 6–7

17.

Robbins

Waters-Marsh

Cacioppe

Millett

(1994). Organisational behaviour: Concepts, controversies and applications. Sydney: Prentice Hall

18.

Russell

(1991). Career development interventions in organizations. Journal of Vocational Behavior, 38 (3), 237–287

19.

Stokes

S.L.

(1995). Life after rightsizing. Part 2. Information Systems Management, Spring, 73–75

20.

Super

(1985). New dimensions in adult vocational and career counselling. Columbus, Ohio: The National Center for Research in Vocational Education, The Ohio State University

21.

Thompson

(1996). One man's search for leadership. Forbes ASAP, April 8, p. 110.

22.

James

T.A. Winston

Tang

T. Li-Ping

(1996). Downsizing and the impact on survivors — A matter of justice. Employment Relations Today, Summer, 33–41

23.

Woodward

M. Beckman

(1994). Navigating through change. New York: Irwin

24.

Young

Collin

(1996). Interpreting career. Westport, CT: Praeger

Surviving on the Inside

Abstract

Get full access to this article

References