Security Service Company In Zoetermeer, The Netherlands

Paragraph 3.3.2: Case description
This study collected the data from a medium-sized security service company in Zoetermeer, the Netherlands. With 134 employees, the organization secures and serves multiple locations in the greater The Hague region. There security industry has been a very tough business in the past six years, due to two reasons (see Interview #0). Firstly, there has always been a very strong competition in the greater The Hague region, which means that for every single client, the organization needs to fend off several competitors. Larger organizations that also offer catering and cleaning services are usually preferred due to their lower package price. The only possibility for smaller- to medium-sized security companies to
The organizational structure is in line with this proposition, since employees can always come to the head office and meet with top management, if need be (see Appendix A for the organizational structure). There are staff parties twice a year, in the summer and Christmas, yet they have been visited poorly in the past years (Interview #0). Moreover, employees can join the organizational council (OC), which controls and helps top management with important decision, as well as the staff party committee, which organizes the staff parties. The organization pursues a top-down strategy in its decision-making and policy.
Due to the fierce competition and the economic crisis, this organization lost several clients at the end of 2012. The organization did not have the financial reserves to sustain for any longer, such that top management decided to engage in a downsizing process in order to save the organization from bankruptcy. The downsizing process has had a major influence on the organization and the details of this change are described in the following five chapters.
Introduction: November 2012 – December 2012:
Most of the employees that were selected for the first procedure had also been selected for the second procedure. During this round, information has been mutually exchanged between management and the employment office, management and the employees, and the employees and the employment office. Finally, in May 2013, seven people have been fired, of which four have been reintegrated into a new organization. Not all employees that were selected for the second procedure have indeed been fired in May 2013. Due to organic turnover, quite some employees left the organization, meaning that the organization could financially cope.

Chapter 3: May 2013 – August 2013: After shock
After the resignation procedures had been settled and completed, the effects of the procedures became apparent. The central planning department had been let go, meaning that the managers had to include planning in their activities as well. However, due to a lack of experience in planning and other responsibilities, many employees started to complain about their schedules.

Chapter 4: August 2013 – December 2013: