A630.7.3.RB - Mastering the Art of Corporate Reinvention

A630.7.3.RB_Manglona, Matthew-Napu_Mastering the Art of Corporate Reinvention

Honeywell will become successful because they would have employees who want to achieve more. Influencing constant production and advancement will only make a company grow. In the military we practice this type of output by engaging our soldiers to become the best soldiers they can be. From excellent physical fitness, outstanding school participation and pass rates. With that being said, only those who complete their tasks will be promoted and those who don’t would be handled administratively and respectively. Mr. Bonsignore’s approach is only fair for any company who wants to thrive. Brown (2011) discussed that the implementations of structural, technological, and behavioral strategies will have to incorporate change, establish new behaviors, relationships and processes will produce improved performance. (p. 179)

The only barrier I see from this video is that the expectations and value of the consumer. The video Mastering the art of corporate reinvention (2000) discussed (in Continental Airlines case) is that they don’t ask “what does the customer want?” they asked “what do they want and what they would pay for?” Besides keeping the employees important, the important question is how important are the customers for the company.

As Bonsignore stated, the most important thing is communicating to the employees on where the organization is going moving forward. He discussed that so long as the employees down to the lowest level understand that there is a light at the end of the tunnel then they should be fine.  This is the most important factor towards success in organizational strategies towards a new culture. Abd-El-Salam, Shawky, El-Nahas, & Nawar,  (2013) stated that  “Open communication is the glue of the organization that keeps everything in line and together. Good communication can achieve this and give each employee information to help them support the organization and its goals.” (p.39) Like in all organizations that I have been with keeping constant communication and not hiding anything that deals with change will be a success factor for an organization.

What I can take away from this video especially from a leadership standpoint is to simply interact with your employees. Even if you are the CEO of a major corporation having a meal, rewarding, or simply introducing yourself to your employee will go a long way with subordinates. This is the major take away from this video, to realize no matter how high ranking you are, you tie your shoes the same way your subordinates do as well.

To add to this blog I would like to say I really enjoyed watching this video especially the corporate culture of Continental before it merged with United Airlines. I have gain a lot of insight on what being a leader is, even if you have to lay the hammer down when subordinates or employees don’t want to go with the “flow” of things when an organization is on the verge of moving forward for better success.

References:

Abd-El-Salam, E. M., Shawky, A. Y., El-Nahas, T., & Nawar, Y. S. (2013). The relationship among job satisfaction, motivation, leadership, communication, and psychological empowerment: An egyptian case study. S.A.M.Advanced Management Journal, 78(2), 33-50,3. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1427268779?accountid=27203

Brown, D. R. (2011). An Experiential Approach to Organization Development (8th ed.). Saddle River, NJ: Prentice Hall.

Mastering the art of corporate reinvention [Video file]. (2000). Retrieved September 24, 2016, from http://fod.infobase.com/PortalPlaylists.aspx?wID=-1&xtid=30238

A630.6.3.RB - 50 Reasons Not to Change/The Tribes We Lead

A630.6.3.RB _Manglona, Matthew-Napu_  50 Reasons Not to Change/The Tribes We Lead 

When I first started my career I was influenced by a lot of my senior subordinates who spoke to me about change, on how change was bad for our unit, and the list could reach to “100 reasons not to change.” Majority of the resistance to change was that it did not benefit them individually or as a small group. Brown (2011) stated “when a change causes employees to feel pressured, they may interpret the change as a loss of individual security.” (p.152) Not too many people especially coming from a small organization where majority of your subordinates are either your relative or knows your family can accept change so easily. The presentation of “50 reasons not to change” is pin point on the excuses I have heard when it came to upcoming policy changes, physical fitness standards, and uniform policy. However, just like in discussion video all you need is that small group to follow you and change can be seen as “good.” Johnson (1998) wrote “The more adept we become at “speculating about, or trying to anticipate future events”, the more effective we will become, individually or organizationally. (p. 142)

I don’t want to say I use any of those excuses but I have thought about them in some way or another. Yet, I don’t think its about “change” in its purity but just the knowing that changes to my organization don’t make any sense and there are other alternatives or ways of accomplishing the organization goals. I am the type of leader who believes that if “works” lets try to improve it instead of making worse or breaking it.

Breaking down the barriers of the thought process from the presentation given is to simply provide the leadership necessary notifying your subordinates that regardless of change we have to embrace it. A lot of the reasons why from my experience that change is so hard to accept is the fear of the unknown. Brown (2011) discussed that the “lack of information and understanding to what is going on in the organization leads to rumors, speculation, and insecurity.” (p. 152) So when it comes to changes in my organization I always try to research the upcoming changes and speak the truth to my subordinates, although resistance does occur, I always notify them that it doesn’t just affect you as the individual, but us as a team, and we will get over the obstacles together.

When it comes to Seth Godin’s concept, Yes, I do believe that tribes can influence change. I am the perfect example of it. My mentor put together a small team to influence physical fitness in a climate that is resistant to doing personal physical fitness. We simply made it fun and showed the rewards at the end of maintaining physical fitness standards and exceeding it. When a small group of individuals see something that works and has rewards, they initially want to flock and be a part of it. It simply just comes down to communication in my eyes. Karp& Helgo (2008) state that “Leaders should find 

ways of leading change that influence the development and direction of change by changing the ongoing communication in the organization. (p. 91)

What I can take from this exercise is that having a small group or tribe and being successful together in the wake of change can influence others to follow suit and be successful as well. Going against the norm, breaking away from the crowd, and doing things that are beneficial not just for the organization but for the team as well. I would give creating tribes a shot where we looks at the rules and try to either make it better or have us become better as a team or tribe.

Will leaders target tribes and try to make their lives miserable who don’t agree with their vision and goals and see them successful?

How would a new leader break the excuses to change? Or try to change the mindset of change being negative?

References:

Brown, D. R. (2011). An Experiential Approach to Organization Development (8th ed.). Saddle River, NJ: Prentice Hall.

Johnson, J. R. (1998). Embracing change: A leadership model for the learning organisation. International Journal of Training and Development, 2(2), 141-150. doi:10.1111/1468-2419.00042

Karp, T., & Helgø, T. I. T. (2008). From change management to change leadership: Embracing chaotic change in public service organizations. Journal of Change Management, 8(1), 85-96. doi:10.1080/14697010801937648