For this study, there
are two Chief Executives Officers (CEO), who have to revive their perspective
corporations; Michael Bonsignore, CEO of Honeywell and Gordon Bethune CEO of Continental
Airlines. The emphasis of the seminar
with these corporate CEOs was to analyze their perspective of how they address
things such as keeping the companies employees happy; which leads to better customer
satisfaction. Both CEOs have different
personality styles, even though they are both quite successful. Mr. Bonsignore has a very open philosophy of meeting
with and working with employees; being accessible to them. Even though Mr. Bonsignore tends to be a bit
stricter in his methodology of managing employees, he stills sees the value of
employee appreciation. Mr. Bethune has
somewhat of a different outlook on customers.
What
barriers do you see based on what you observed in the video? The main barriers I see will be changing the
corporate culture because not everyone is open to change. Considering the age of the video, both CEOs
will have to deal with new technology and a new group of younger employees with
different perspectives and expectations of the work environment. From a managerial and leadership perspective,
I think there will be challenges for both Bonsignore and Bethune. What must be kept in perspective is how
cultural acceptance changes with environmental changes. Although Mr. Bethune seems very sincere when
address his employees and organization; I got mixed signals from Bonsignore who
is a lot stricter in his approaches to organizational change. The video paints a picture that Bethune has successfully
grasped technological strategies in theory and application, whereas Bonsignore
does not seem to be concerned with such theories, his focus is on the bottom
line. He places more importance on profits. The fact is the success of both company CEOs will
be based on acceptance from the employees.
The last barrier I see in the future is an identity crisis facing the
company now that they have merged. They
now have to devise a system that establishes goals, policies, and values that
portray what they are now and not what they were in the past. At the same time, the organizational change
needs to articulate a clear vision/mission statement that everyone can understand,
comprehend, and accept as they progress toward future success.
What
critical success factors should Honeywell consider as it crafts its
organizational strategies around a new culture? Michael Bonsignore, CEO of Honeywell needs to
consider a fully integrated approach to change management. He must not overlook the fact that
behavioral, structural, and technological (change) factors must be considered
in relation to the new organization as he leads his team strategies in creating
a new culture. The biggest factors for
success will be the human factor. The
communication of the vision is paramount to getting the organization in line as
well. If employees can see the same
vision that Michael sees, then it is all the more likely to find success. He also needs to understand employees will
portray a different attitude when he is around compared to when he is not. He
must not seem as if he is forcing a new culture upon his organization. Last but not least, I would inform him to consider
the impact of culture shock; trying to implement too much of a culture change
at one time.
What
can you take away from this exercise to immediately use in your career? This video showed several key factors to
leadership and organizational change.
First and foremost, there is no one perfect style of leadership when it
comes to addressing major change in an organization. Both CEOs; Bethune and Bonsignore, admitted
that they have made mistakes and the best thing to do is to own up to it, learn
from it, and move forward. Another
lesson from this video is to continue to invest in human capital which is
important to anyone in a leadership position. Bethune reemphasizes the
importance of this by stating the often repeated statement of what
differentiates leadership and management; leaders do the right thing and
management do things right. Last but not least, I think the strongest factor
to remember is organizational change is not an individual endeavor. It takes positive leadership that seeks to
retain the best elements from the individual companies to succeed. Motivating employees toward success is an integral
part of achieving organizational success now and in the future. With all that being said, I will try to
remember the importance of human capital within in my own organization as my
fellow instructors and I implement new training technology and materials. 
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