Report of Tim Hortons Inc.

这份report讲的是Tim Hortons Inc.收购了汉堡王几个月之后，公司开始在其区域办事处和总部进行裁员。这似乎是两个公司之间合并后的正常操作。通常情况下，这种过程会给一些新的角色和促销活动的员工创造巨大的机会。

  Only after several months of Tim Hortons Inc.’s takeover by Burger King Worldwide Inc., Tim Hortons Inc. started cutting staff at its regional offices and corporate headquarters, which is just like what Burger King Worldwide Inc. did after its takeover by Jorge Paulo Lemann’s 3G Capital. This seems to be a normal action after a merger between two companies. Normally, this kind of process will create tremendous opportunities for some of the employees in new roles and promotions. 
  As we all know, if a company needs to be taken over, there must be some problems inside the company system. Changes need to be made so that it will be managed by a new company. At most of the time, the first step after the merger will be redundancy. A company is made up of millions of people, and if a company has problems, some of people have problems, too. Then it comes to the terms – perception, attribution and judgments. Employees will be influenced by their working environments, which are also influenced by those employees. Before the merger, some employees of Tim Hortons Inc. might behave improperly or badly, if these employees are still in Tim Hortons Inc., then after the merger they will continue made very bad effects to the new company. On one hand, a redundancy means cut of costs; on the other hand, a redundancy means strengthen of performance culture. Although some people might lose their jobs, the cohesion among the rest employees in the new company will be enhanced so that the new company will be faster, more efficient and better positioned for continued process. 
  According to the course we have learnt this semester, the organizational behavior is an important part in the concepts of human resource management. When we study organizational behavior, we study people, or employees. In a company, all the employees will be trained and then gain the culture of the company. They should know what the company’s goals are and what they are supposed to do. But gradually, some employees will lose their motivation and spirit, which will lead to bad performance. Under this circumstances, these kind of employees are actually not suitable to continue working in the company. However, because of stable salary and situation, they don’t want to resign and the company also doesn’t want them out, so this kind of situation keeps moving until the day of merger. Multiskilling of operators, according to the principle of redundancy of functions, is necessary for job rotation and a key concept of the theory. Information for self-control should be made immediately available to the operators themselves. 
  Except the loss of employees’ motivation and bad performance, another reason of the redundancy is the excess position caused by the merger. After a merger, two independent companies will be merged to be one company. The previous positions in two companies will also decline to half of the number. Then there must be a redundancy to make sure there is no excess employees in the new company. Organizations by their nature require redundancy to minimize error in the face of environmental change. However, an alternative design to redundancy of parts is redundancy of functions among individuals and units that have wide repertoires of activities and self-regulating. Only organizations based on the redundancy of functions have the flexibility and innovative potential to give the possibility of adaptation to turbulent conditions. In addition, because organizational design principles imply certain values, the movement toward these nonhierarchical forms and toward redundancy of functions can only occur within a value system that stresses the worth of individuals and of democratic processes. 
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