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As the decision makers and planners in downsizing, the senior management’s roles and behavior are the key factors to the downsizing effectiveness. We collected 120 layoffs events from January 2001 to January 2013 in China, with multiple case studies based on content analysis. Research shows that senior management emerged 15 kind of behavior modes come down to 5 kind responsibilities just as: downsizing strategy, implementation, communication, organizational reputation and employee morale. The prominent problems were: the violation credibility behavior was obvious; lack of clear roles orientation and behavior standard, the actual behavior of the senior management deviated from job responsibilities; the understanding for strategic intention of downsizing was not clear, the senior management’s strategic status and contribution in downsizing were not outstanding. KEYWORD: Downsizing; Senior Management; Responsibilities; Behavioral Reactions; Chinese Company International Conference on Social Science, Education Management and Sports Education (SSEMSE 2015) © 2015. The authors Published by Atlantis Press 357 2.2 To support the change, promote the downsizing implementation Downsizing as a way of resource optimization, usually break the existing rights relations, therefore face greater resistance to change. Top management is the enterprise's strategic decision makers and radical reformers. As "agents of change", they tend to take the downsizing as the transformation, strategic oriented, focus on efficiency of layoffs and the organization's financial performance indicators. As a result, once decided to implement downsizing, they must have a good reason and clear objectives for downsizing, through the planning, publicity and vision, decisive action, to achieve the business goals. 2.3 To maintenance organization reputation On the research about the influence of downsizing to corporate social performance reputation showed: regardless of the success of layoffs and downsizing, the company's social performance reputation will be affected negative in different degree; between the high financial performance and social performance reputation, company managers are more willing to choose the former, and give up the latter (Zyglidopoulos,2004). Kammeyer Mueller and Hui Liao (2006) found that cuts labor will reduce the attraction of the job seekers, however, if the company provide employees with the aid of downsizing and adequate communication, employers attractive will fairly same as no to layoffs. 2.4 To communicate efficiently Honest, open communication, frequent information communication can prevent gossip, when information is not sufficient, the employees will use their own assumptions and rumors to fill gaps, information and these assumptions or rumors are often based on the worst situation (Caudron,1996) . Dayou Cao and Shuming Zhao (2004) suggested that the internal and external communication are the most important and most complex management activities in the layoffs process , directly affect the employees' psychological state and organizational climate, therefore, in the practice of the layoffs, companies are often pay attention to the design of the communication project and the implementation of the communication activities, strive to scientific and reasonable, in order to reduce the negative effect of downsizing activities to a minimum. 2.5 To restore morale Downsizing often threat to employee’s job stability and break the management trust. When employees consider layoffs behavior invalid or injustice, their job security is reduced and lose confidence for future development. Survivors become risk averse, shortterm compromises, conservative and loss the ability to innovate. Low morale also tends to spill over to other areas and activities in the corporation. Motivation generally is affected. Productivity tends to suffer and an overall climate of discontent takes over in the corporation. Other side effects seem to accompany the decline in morale. They include a sense of loss and alienation, a sense of chaos, and a strong sense of uncertainty. These are particularly unwelcome when they are found in middle managers, since they tend to serve as examples and to transfer their feelings to their subordinates. (Makawatsakul, 2003)

The Responsibilities and Behavioral Reactions of the Senior Management in Layoffs Events