In this video blog analysis I will be answering and addressing the following four (4) questions below:
Michael Bonsignore, CEO of Honeywell, states that Honeywell will not be an extension of the old Honeywell or Allied Signal. He is creating a new culture that blends the best of the merged companies of Honeywell and Allied Signal. He says that Honeywell will compensate and reward people that look for best practices from both companies in creating a new corporate culture and punish those who do not. Do you predict Honeywell will be successful?
Michael Bonsignore is going to test many boundaries with this approach but I believe the best way to obtain organizational change is make people feel uncomfortable. During large organizational mergers, it can be very unsettling for employees because they are not sure of the new corporate culture and are still trying to establish the best means in which create new communities. In addition, many employees maybe unsure of how they fit into the new organization or if their positions will still be of value. I have seen many mergers take place where people lose their jobs and so tasking both Honeywell and Allied Signal employees with job of creating best practices shows that he looking to unify the two organizations into one large family. With that being said, I don’t think Bonsignore should approach any new situation with the idea that those who do not look for best practices will be punished because that statement comes across as he knows all the employees and how they work and can equally task them with the job to do this mission. If I was in this position I would create teams of individuals from both Honeywell and Allied Signal which would help to bridge the gap from separate organizations to one organization and then have those groups create best practices and ways to create a new corporate culture therefore taking it away from being an individual project but instead an organizational initiative.
What barriers do you see based on what you observed in the video?
I think one barrier I noticed is communication and organizational structure. Both organizations need to make sure they are communicating with their employees regardless of the size of the organization and that they are creating a structure that allows for upward and lateral growth and communication.
What critical success factors should Honeywell consider as it crafts its organizational strategies around a new culture?
In the Brown (2011) text, it is discussed that steam analysis is important during organizational changes because it is used in planning the implementation and analysis of behavior, structural and technological changes which is what Honeywell will be enduring as it embraces its organizational changes. I believe that Honeywell needs to identify the strengths and weakness of both organizations and focus on correcting the weaknesses and building on the strengths. Each organization will have different levels of their individual success factors but if they can create unified factors the organization should be able to maintain success.
What can you take away from this exercise to immediately use in your career?
I have found that both Bethune and Bonsignore have a strong understanding of what is important in running large successful organizations but it important to know what your strengths and weaknesses are. I can take away different pieces of this video but I think what is most important is what Bethune said and that is happy employee’s aid immensely in boosting customer satisfaction. I work in a service industry and my direct customers are course developers and ultimately students so when everyone is happy that boosts enrollments and creates additional revenue for the university.
References
Brown, D.R. (2011). An experiential approach to organization development (8th ed.).Upper Saddle River, NJ: Prentice Hall
Organizational change [Web series episode]. (2011). In Mastering the art of corporate renivention. PBS. Retrieved from http://digital.films.com/play/GWEU7L
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