When I first heard that statement from CEO Bonsignore I was surprised at the candor he presented in talking about the organizational change he would be implementing in the company. I felt that he had adopted an attitude that it was his way or the highway. I understand that as a CEO you have to at many times take an approach of the authoritative manager model or you run the risk of losing control of the company. With Honeywell the company did not appear to be in a crisis of employee morale but I can see many employees becoming disgruntled after such a remark. The idea of managing through fear and intimidation came to mind rather quickly. I do however feel that the company will succeed in the end and become a very successful in the future because of the change.
Some of the barriers that I can immediately see from the merger of the companies is from internal resentment. I can say that the CEO’s position is clear and his intentions are clear on where he wants to take the company. The culture of the company is being altered at an extremely fast rate and the chances for success have declined because of this rapid change. I can also see investors of the company being skeptical in the direction the company is moving because of the lack of profits the company is providing. The CEO has an uphill battle to win the support and trust of the shareholders.
I believe that first and foremost that Honeywell should focus on the employee’s acceptance of this change in their culture before trying to move to the next step. The OD personnel should build that trust with the client base on the employee level before implementing major changes to reduce the resistance. I am aware that you will have resistance in any company when you try to make rapid changes but I believe it is very important that the CEO is walking along with each step of the process and explaining why they are changing.
I can take away the reasoning of why things change and the need to do so. In my line of business the need for change is great but the methods often employed by the upper management are often not explained and the resistance is high. I can appreciate the methods used by both of the CEO’s presented in this segment of the module and see the distinct differences in their leadership styles and the similarities on how they manage. I have always been a firm believer in the saying that a happy employee will usually accept change better than an employee who is looking for a reason to complain. I do however understand when the need to negotiate the change and force the change is required based upon the needs of the company at that time are presented. The lesson of the video is that sometimes different tactics are needed when the organization as a whole must adapt quickly in order for that organization to survive.
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