1 6 Re-Organization Tara Dean Lecture Alston HRMT 655 9/22/2022 Memo To: All Divisions Leaders From: HR Manager Pegasus Date: 9/22/2022 Subject: Re-Organization Reason for the Change As you are all cognizant, the company ended its evaluation of key performance metrics in July of this year. The board has therefore approved the restructuring of the workforce in a bid to increase productivity and guarantee the company's cost-effectiveness. Pegasus is a low-cost company that has always relied on a thriving travel culture and high numbers of customers. Nonetheless, the numbers have reduced as a result of pandemic-related travel restrictions to many routes and places that were once cash cows. Additionally, the corporation's continued high operating costs have had a negative impact on its earnings. This signifies that the firm's business strategy is no longer viable, and in accordance with legal constraints, the reorganization will strive to create a leaner workforce that is better equipped to ensure new strategic goals are achieved (Fitzgerald & McDermott, 2017). In addition, the restructuring will involve the redistribution of workers, the consolidation of roles and duties, as well as the termination of some employees. There is no question in my mind that the implementation of these adjustments will have far-reaching repercussions, not only for the workforce but also for the firm's profitability and market position. The firm understands that the reorganization is required for it to achieve its goals and survive in a competitive market, hence it will take measures to make sure that the actions are carried out in accordance with the applicable market and company regulatory measures (Fitzgerald & McDermott, 2017). The department deems it vital to include all stakeholders in the implementation of this restructuring, taking into account the various perspectives on how the procedure should be carried out without exposing the business to legal dangers. The human resource division will play a crucial role in making sure that workers receive the required assistance and that the transformation procedure is successfully communicated and executed equitably. They will also guarantee that employees are retrained and re-motivated in order to ensure a robust workforce following the restructure. Steps to facilitate the change process It is essential to keep in mind that facilitating such a transformation process is never an easy task; yet, necessary and courageous decisions must be taken for all of the stakeholders involved. This is due to the fact that the change may demoralise the workforce that is still in place, which will, in turn, have an effect on the performance of the firm. Hence, the first step that needs to be done in order to make this specific change easier to implement is to guarantee that there is good leadership that will serve as the change leadership. This will include department leaders w.

1. 1
6
Re-Organization
Tara Dean
Lecture Alston
HRMT 655
9/22/2022
Memo
To:
All Divisions Leaders
From:
HR Manager Pegasus
Date: 9/22/2022
Subject:
Re-Organization
Reason for the Change
As you are all cognizant, the company ended its evaluation of
key performance metrics in July of this year. The board has
therefore approved the restructuring of the workforce in a bid to

2. increase productivity and guarantee the company's cost-
effectiveness. Pegasus is a low-cost company that has always
relied on a thriving travel culture and high numbers of
customers. Nonetheless, the numbers have reduced as a result of
pandemic-related travel restrictions to many routes and places
that were once cash cows. Additionally, the corporation's
continued high operating costs have had a negative impact on
its earnings. This signifies that the firm's business strategy is no
longer viable, and in accordance with legal constraints, the
reorganization will strive to create a leaner workforce that is
better equipped to ensure new strategic goals are achieved
(Fitzgerald & McDermott, 2017). In addition, the restructuring
will involve the redistribution of workers, the consolidation of
roles and duties, as well as the termination of some employees.
There is no question in my mind that the implementation of
these adjustments will have far-reaching repercussions, not only
for the workforce but also for the firm's profitability and market
position. The firm understands that the reorganization is
required for it to achieve its goals and survive in a competitive
market, hence it will take measures to make sure that the
actions are carried out in accordance with the applicable market
and company regulatory measures (Fitzgerald & McDermott,
2017). The department deems it vital to include all stakeholders
in the implementation of this restructuring, taking into account
the various perspectives on how the procedure should be carried
out without exposing the business to legal dangers. The human
resource division will play a crucial role in making sure that
workers receive the required assistance and that the
transformation procedure is successfully communicated and
executed equitably. They will also guarantee that employees are
retrained and re-motivated in order to ensure a robust workforce
following the restructure.
Steps to facilitate the change process
It is essential to keep in mind that facilitating such a
transformation process is never an easy task; yet, necessary and
courageous decisions must be taken for all of the stakeholders

3. involved. This is due to the fact that the change may demoralise
the workforce that is still in place, which will, in turn, have an
effect on the performance of the firm. Hence, the first step that
needs to be done in order to make this specific change easier to
implement is to guarantee that there is good leadership that will
serve as the change leadership. This will include department
leaders who are accountable of making sure that the necessity
for change is clearly communicated, and the HR division will
provide support in order to guarantee that the process will be
successful. It will be difficult to lead the reorganization if the
leadership does not support the change, which could have an
impact on how successfully the process is completed (Qiang &
Liqian, 2016).
The second essential stage in facilitating the shift is developing
a communication plan that will foster an environment built on
shared vision, trust, and team work. A communication plan is
crucial to making sure that all workers are informed about the
upcoming changes, the rationale behind them, how they may be
affected, and how the organization will help them during the
restructuring. To guarantee that no employees are in the dark
about the upcoming changes and that they receive adequate
support throughout the procedure, the change leaders will step
in at this point and work closely with the HR department. At
this step, one of the essential issues to do is to describe the
final goal, as well as the reasons why the current modifications
are required and why they should be supported. Therefore, the
timescales for the process need to be conveyed in a clear and
concise manner to all of the necessary stakeholders, who must
then endorse the strategic adjustments (Collou et al., 2019). As
part of the reorganization, it will be necessary to keep the
organizational culture intact and put its values into practice in
order to build a strong workforce. The project will be successful
if open communication and support are provided to employees
in the form of training in their new positions, support is
provided to staff members who have been laid off in the
appropriate manner, and the remaining staff members are

4. motivated toward the new strategic objectives in order to meet
the needs of customers under the current administration.
Involving the department Leaders in the Change Process
Department managers will play a crucial role in the success of
the reorganization. To begin, the heads of each department will
take on the role of the designated change agents in their
respective departments. The HR team will rely on them to help
them deal with people's resistance to change and to pinpoint
problem areas that need fixing. Department managers are in a
prime position to provide insightful feedback on how best to
incorporate the change as well as how the new arrangement will
function in service of the corporate goals because they have a
more nuanced understanding of the needs of workers and the
firm's position. Department heads are ideally positioned to act
as a conduit between their workers and the HR department,
ensuring that employees are actively involved and kept in the
loop at all times (Collou et al., 2019).
Once department managers are aware of the change's goals, they
will help to implement it. In this respect, they are best suited to
be change - makers in their divisions through evaluation and
surveillance. Second, due to the changes, their expertise will be
required in identifying the issues that their staff members have,
highlighting positions that require restructuring to increase
efficiency, and organizing meetings and programs to better
engage workers. Department managers will have more
understanding of how the changes will affect them and what can
be executed to get the best outcome while minimizing risks. In
addition, department managers will play a crucial role in
supporting the new teams, designing the monitoring mechanisms
to ascertain if the change has generated the intended outcomes,
and proposing improvements for optimal results (Collou et al.,
2019). As the experts in their respective fields, department
heads are crucial to making the transition a success. They are
the first to notice any discrepancies and report them to HR so
that appropriate measures can be taken.

5. References
Collou, L., Bruinsma, G., & van Riemsdijk, M. (2019, October).
Hrm driven organizational change: Developing a game
simulation model for strategic HRM. In
ECGBL 2019 13th European Conference on Game-
Based Learning (p. 160). Academic Conferences and publishing
limited.
Fitzgerald, L., & McDermott, A. (2017).
Challenging perspectives on organizational change in
health care. Abingdon, Oxon: Routledge.
Qiang, Z., & Liqian, B. (2016). Restructuring Workflow and
Organization of Peking University Library.
Journal of Academic Libraries,
2, 005.