Michael Bonsignore, CEO of Honeywell, provided some interesting
insight into his thought process for taking a company that was struggling and
turning it around to not only a profitable company, but a place that people
want to work at. He did this through
establishing a new company culture, which has directly impacted the efficiency
and happiness of the employees working at Honeywell. From my own experience, I have always believe
that if you are happy at a place you work and actually want to go to work
everyday, you are going to effect the whole outlook of that company, especially
if you are in a position where you are dealing with the public. Bonsignore stated that he believes that
providing recognition to employees and letting them see that they are important
and an integral part of the organization will improve customer
satisfaction. He states that as a CEO,
it is important to remember the path that got you to where you are now. By doing this, he is better able to
understand the wants and needs of the employees. The Honeywell company started to give more
choices and freedom to employees by asking them what they believed they could
do well and then showed each employee the respect by letting them prove how
well they could do a certain task.
According to Bosignore, this was a huge success and made a drastic difference
in the productivity of the company, as well as the happiness of the employees.
The biggest barriers that I see based on the video is
convincing everyone that the merger will in fact be successful and will lead
the competition for the future. Maintaining
a strong vision that can help lead the company to success will be crucial in
the development over time. Another
potential barrier is just the lack of control the airline industry has on
certain aspects like weather and airports.
It can be difficult to have satisfied customers when certain elements
are out of the company’s control.
Figuring out a way to compensate for these unknowns will also be
critical in setting them apart from the competition.
Critical success factors that Honeywell should consider as
it crafts its organizational strategies around a new culture include constant
and effective communication, flexibility, customer understanding, incentive
programs for employees, always be looking ahead, and embrace globalization and
use it to your advantage. Maintaining
your employees’ happiness should be one of the first factors to focus on in
developing and maintaining success.
Incorporating new types of structural change within an organization
should also consider the effects on the employees. With that said, a focus on behavioral
strategies should be crucial in maintaining a successful transition in
organizational structure change. With
changes in the structure, it is inevitable that new technology will be involved
as well, so a constant focus on learning and expanding the knowledge of
employees is also key in staying ahead of the game.
Overall, I have experience what it is like to be a part of a
company that has merged with several organizations. Fruit of the Loom acquired Vanity Fair, Spalding,
and Russell Athletics and from my experience, has struggled to maintain a
positive merger experience. The biggest
issue I see is a lack of cohesion between the companies. There is a difference in how each section is
run, making it difficult for the company to work and build of one another. They are all working in the same building,
but you would never know they were functioning under the same
organization. A lack of cohesion and
understanding of how each brand is run makes it difficult for each section to
learn and grow. When I first started
working, I was part of a newly formed team that had people from multiple
different newly merged brands. There was
a lack of understanding and communication between the individuals in the group
because they all worked a different way and struggled to understand the other
side. That experience really taught me a
lot about being a part of an organization that is struggling with a merger
because I learned as an employee, it is key to always be learning and asking
questions, that way you can get a better global understanding of the entire
organization, and not just your one section.
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