- Example 1
- Example 2
- Example 3
- Example 4
- Example 5
- Example 6
- Example 7
- Example 8
- Example 9
- Example 10
Guidelines : Reorganizations
- Inform readers of the primary focus of the reorganizational effort. Highlight specific divisions, departments, or positions created or eliminated. Of course, with this subject, the message and the action become one.
- Explain any follow-up action that may be expected from your reader or any action from higher-ups that will affect your reader.
- Give the “why” or theory behind the restructuring. That information gives all employees a foundational basis for rethinking their own objectives and makes later directives from new supervisors more understandable and authoritative.
- Include a diagram, chart, or summary to help employees visualize the restructured chain of command. Be sure this visual aid explains how the newly organized positions, divisions, or departments relate to all employees on your distribution list.
- Be tactful if the reorganization is to correct an existing personnel problem and/or eliminate positions.
Example 1: Reorganization letter examples
SUBJECT: Companywide Reorganization
The reorganization of the Research/Development and Marketing divisions represents a fundamental change in Universal’s management approach–both philosophically and structurally. Underlying the restructuring is the belief Universal must become more aggressive in exploiting growth opportunities overseas. Toward that objective, planning and execution of those plans require central leadership to coordinate worldwide entrepreneurial management.
Under our present reorganization the Research/Development and Marketing divisions will serve as international resources for assistance and coordination, as well as provide effective communication among all our locations. Primarily, this strengthened matrix will help us focus on specific goals and fix accountability for achievement.
With this direction, we will devote financial resources only to those projects that best satisfy our worldwide, long- and short-range objectives for profitability.
To give you a better idea of who does what, the attached Summary Table of Organization briefly outlines responsibilities of new positions and divisions. These organizational changes should improve control of product introduction and marketing effort.
With pleasure I’d like to announce the following key appointments and promotions: Juan Guiterrez–Director of Marketing; Harvey Mahon–Director of Research/Development; Myrtle Ivy–General Manager, Australia; Kelly Little–General Manager, Japan; Morton Tinsley–General Manager, England. Shortly, you will receive communication from these individuals about help and direction they can furnish you on specific projects.
With all confidence of extended growth and greater personal achievement from each of you, I look forward to our May meeting in Houston.
Example 2: Reorganization letter to employees
SUBJECT: Payroll and Benefits Departments Consolidation
Because the Payroll and the Benefits Departments have similar objectives, namely to ensure that employees receive proper compensation, we will consolidate both departments into a Personnel Resources department. This change, effective February 6, requires the reorganization of employees in both departments.
The consolidation is part of an effort to develop a stronger company structure. In the past, our divisions have become overly divided and specialized. Directors report their employees feeling detached from the rest of the company. We want employees to work with those who have similar goals. We anticipate being able to combine much of the training employees from both departments undergo, saving a considerable amount of time and resources.
I am pleased to announce that Carol Browner will be the director of Personnel Resources. As director, Carol will take over the responsibilities currently handled by the directors of Benefits and Payroll. Aaron Edwards will serve as assistant director of Benefits, while Julie White will serve as assistant director of Payroll. Both will report to Carol. Aaron and Julie will be contacting members of their respective departments with details about new responsibilities and positions.
I know you will all work hard to ensure this reorganization is a success.
Example 3: Reorganization letters
SUBJECT: Canadian Sales Region Reorganization
We are reorganizing our sales regions in Canada, effective December 12. Attached is a map of the new regions. We are expanding the size of the east and east central regions, as well as reducing the west region slightly. Six sales personnel from the west will transfer to the expanded regions.
For the last three years, sales in the west have fallen below projections. The reorganization is designed to concentrate more of our efforts in the central and east central regions where our customer base has grown by at least 15percent for the last two years.
Dave Maxwell, Amy Russell, Julia Markowitz, and Jamie Di Corpo will be reassigned to the central region. They will report to Gerry O’Brien, the central sales director. Beth Campbell and Terrence Allen will be reassigned to the east central region and will report to Tally Krantz, the east central sales director. You should all expect to hear from your new sales directors soon regarding your relocations.
We know that relocating and adjusting to a new region is difficult and often inconvenient. We appreciate the spirit of cooperation and good cheer with which you traditionally embark on new challenges. In order to stay competitive and keep all our sales people busy, we need to be responsive to our market by implementing these changes.
Example 4: Example of restructuring company plan
SUBJECT: Formation of a Distribution Department
We are forming a distribution department, beginning July 26, to take over product distribution responsibilities from the marketing department. Since we have expanded nationally, distribution has been an increasing burden on marketing employees. This fact became apparent last month when two shipments were misdirected and an order from our largest customer was not shipped at all.
I am pleased to announce that Gwen Syverson will be the manager of the distribution department. Gwen will be organizing new distribution procedures to ensure we fill orders efficiently. She expects to finalize the new procedures by July 14, so she can train everyone on them before the July 26 start date. Working under Gwen will be Janet Dolenz and Brad Baxter, as shipping coordinators. The distribution department offices will be located adjacent to the warehouse in rooms 150 and 152.
Now that the marketing department will no longer have distributions duties, it is free to concentrate its full efforts on sales and promotions. In addition, both the marketing and the distribution departments will have clear, singular objectives, and each will be small enough to be run by one manager. The new departments will help us strengthen our purpose and our leadership.
Example 5: Rearrangement of company policy
SUBJECT: Central Texas Service Center Reorganization
Effective November 1, we are closing our office in Lockhart and opening offices in Austin and San Antonio in its place. Current Lockhart personnel will be divided between the two offices. An attached map details the new service area for each office.
Keeping our central Texas service center in one office limits our effectiveness. By moving into two smaller offices we estimate we can respond to calls in 30percent less time than it currently takes. As radio/satellite towers become more and more integral to the day-to-day operations of many industries, our customers demand towers be fixed quickly.
The present chief of operations at Lockhart, Gary Larkin, will become president of central Texas service centers. Susan Juliano will be the Austin chief of operations, while Bill Halliday will be San Antonio chief of operations. Both Sue and Bill will report to Gary. Enclosed is an organizational chart describing the structure of each office.
Headquarters is mailing relocation packets to each employee affected. Packets include information about the town, schools, neighborhoods, community services and organizations, and relocation compensation vouchers.
We regret the inevitable inconvenience this will cause those affected. However, we are sure that this reorganization will strengthen our business, helping us all in the long run.
Example 6: Reorganizations
SUBJECT: Creedmore and Westlake Plants Reorganization
We would like to announce we are closing the Creedmore Plant and reassigning Creedmore personnel to the Westlake Plant. We are expanding the Westlake Plant to handle most of the production which currently is performed at Creedmore. Construction on the Westlake expansion is scheduled to be completed by August 25. We plan to shut down Creedmore Sept. 10, at which time all employees should report for work at Westlake. The supervisory structure and staff will remain the same.
Concurrent with the move, we will cease production on timing light and other low grade lenses. Those workers will be reassigned to telescopic and camera lens projects. In the future, we would like to concentrate exclusively on high grade lens production.
We have been considering switching to high grade lens manufacturing exclusively for some time now. That market has the highest growth and earnings potential. Now that we are re-configuring our facilities, it is the perfect time to make the change.
Training for those reassigned from low grade lens production will commence September 10 in the Westlake training center. Attached is a list of those expected to undergo training.
We appreciate your support and cooperation as we implement these changes. Having our production under one roof will ensure uniform training, quality control, and a streamlined shipping and receiving process.
Example 7: Business reorganization
SUBJECT: Reorganization of West Coast Stores
On May 19, our board of directors voted to approve reorganization of the west coast stores. Stores in towns under 15,000 people will close. The remaining 37 stores will be renovated and, in some cases, expanded. Enclosed is a list of stores slated to be closed, renovated, and expanded.
Last year the small town market accounted for 40percent of our stores but only 27percent of our sales. Unfortunately, it is no longer financially viable to continue supporting those stores. By concentrating our resources on an upscale city market, we estimate we can increase revenues by 35percent.
We regret that most of our retail sales personnel in the closing stores will be terminated. Only those personnel in Willoughby, Ashland, Middlefield, and Zanesville will be offered an opportunity to relocate to expanding city stores.
The north Los Angeles store will be the first to undergo renovations, beginning June 15. Stop by and take a look at our new concept.
Example 8: Reorganizations
SUBJECT: Budget and Personnel Changes in Defense and Aerospace Divisions
We are adjusting our budget to focus our efforts on aerospace markets and less on defense markets. Defense research and development allocations will be cut by 30percent and that money will be redirected into aerospace research and development.
As military contracts decrease, the company’s future success lies in diversification, specifically into aerospace projects. We are committed to re-training our existing work force to meet the challenges of a changing market.
In order to make this change as painless as possible we will redirect 12 percent of the defense division budget represented by the B-95 project to the aerospace division after the B-95 is completed in early August. We will redirect the other 18 percent represented by the FA-60 project after the FA-60 is completed in mid September. Personnel currently working on the B-95 and FA-60 will be reassigned to the aerospace division when their projects are completed. Dave Schriber will send a training schedule to reassigned personnel.
I want to extend my thanks to everyone in the defense and aerospace divisions. I know you will work hard to ensure a smooth transition. In particular, I want to thank the people currently working on the B-95 and FA-60. You have the biggest adjustment to make, and I am certain you will do it with the skill and grace you have shown on previous defense projects.
Example 9: Office reorganization template
SUBJECT: Office Reorganization
Effective January 15, we are reorganizing our office. Linda Castilla is being promoted to the position of office manager. Instead of reporting to me, all project coordinators and administrative staff will report directly to Linda.
With my other responsibilities, I don’t feel I can give office management the attention it deserves. Linda will be focusing all her efforts on the smooth running of the office.
Linda’s primary responsibilities in managing the office will be to track expenditures, order office supplies and equipment, handle personnel and payroll matters, and ensure that staff members are carrying out their assigned duties. With her help we will keep a close eye on expenditures and see that all purchases are carried out according to purchasing guidelines.
I know you will give Linda your full support as we make this transition.
Example 10: Line of work
SUBJECT: Reorganization—Team-Based Structure
As of January 3 we are instituting a team-based structure, designed to increase productivity and communication between departmental personnel and management.
The team-based structure is designed to improve communication between personnel and management, and giving mangement the opportunity to be more responsive to employee’s ideas and concerns. As added benefits, we can reward the hard work of employees by making them team leaders, and perhaps foster some good-natured competition between teams to encourage productivity.
Managers will appoint departmental personnel to be team leaders based on performance and leadership skills.
Team leaders’ responsibilities are as follows:
• Offer support and leadership to a team of between 10 and 15 co-workers.
• Act as a liaison between team members and management. This involves bringing complaints or suggestions to the attention of the management, as well as enacting management policies.
• Meet monthly with manager and other team leaders to report productivity and discuss ideas for optimizing team performance.
In conjunction with their increased responsibilities, team leaders will receive an additional $1,000 in annual salary. If you are interested in becoming a team leader, you can get an application from you manager. Applications are due by December 1.
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