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Those left behind after a company has been reorganised and others have been made redundant may need counselling; survivors can feel guilty especially when feeling concern about how redundancies are handled. They may experience a sense of loss, a sense of realism and a sense of being ill‐equipped as a company to meet the complexity involved in implementing a support scheme. Key personnel may even leave. Management of transition states requires care and a sense of mission.
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© MCB UP Limited
1988
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