藉由組織縮編實際案例，探討在組織變革的過程中，第一線管理者，在有限的資源與時間壓力下，如何決定員工去留與擬定與員工溝通的相關計畫。如何處理員工在變革壓力下產生的心理契約變化，以及探討變革後人才提升的重要性。
Cathy是全球十大原開發藥廠之一的臨床試驗部門台灣區經理。她在2010年8月晉升到目前的職位時，被告知部門將在三個月後縮減一半以上人員。她必須在2010年底帶領團隊成功完成組織縮編，但員工在準備期間逐漸對公司失去信心而紛紛離職。專業的臨床試驗專員是確保臨床試驗成功的關鍵，而且訓練新人的成本十分昂貴。Cathy試著想留下最資深的人員以確保組織變革成功，但由於缺乏經驗，她不知道該怎麼做而使得這一切看起來困難重重。

The objective of this case study is to discuss when company downsize, how the first line manager to decide who can stay and how to communicate with employees within limited time and support. How to deal with the change of employee's psychology contract and to discuss the importance of enhance employee's new role competence.
Cathy is the Taiwan clinical research manager at one of the top 10 pharmaceutical companies in the world. She was promoted to current role in August 2010 and was told her team would be downsized to more than 50% in 3 months. She had limited information to share with team members but must lead team through organization change and downsizing at the end of 2010. At that time, Employees lost their trust to the company and resigned one by one. Professional clinical research associates are the key factor to make clinical trials success and the training cost is very high for new clinical research associates. Cathy tried to retain senior employees to ensure organization change could be successful, but it looked very difficult to do that due to she was inexperience and didn't know how to do it.

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