ssignment on Managing Change in Honeywell

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Assignment Title:Managing change in HoneywellStudent Name:Student ID:Unit Title: Management of ChangeUnit Code: ENM3021M-1718Unit Tutor:Date of Submission: 12 November 2017Word Count: 3943
1Table of ContentsIntroduction............................................................................................................................2Part-A.....................................................................................................................................2Organisational structure......................................................................................................2Organisational culture.........................................................................................................3Strategic and operational change.......................................................................................4Rationale for change...........................................................................................................5Part-B.....................................................................................................................................5Change models...................................................................................................................5Responses to change.........................................................................................................6Part-C.....................................................................................................................................8Role of change agents........................................................................................................8Conclusion........................................................................................................................10Reference.............................................................................................................................12
2IntroductionThe essay focuses on the importance of change in an organisation. Changemanagement is one of the most important aspects that a manager of an organisation needsto undertake in order to maintain its reputation. However, the process to changemanagement is not smooth, as there may be various obstacles (Worley and Mohrman2014). The aim of the essay is to identify the effect of an organisational change in variousaspects of an organisation. The aspects include organisational structure and organisationalculture. Models related to change are analysed and the reasons behind resistance tochange, the role of change agents is focused on the essay. The scope of the essay is toprovide an overview of the impact of organisational change and the manner in which thesechanges can be used effectively. For understanding the topic, the essay takes into accountthe example of Honeywell.Honeywell is an American multinational company that is engaged in the production ofcommercial as well as custom products. It is a public company founded in 1906 in Indiana.Currently, the headquarters of the company is located in New Jersey. In 2016, the companywas ranked 73rdon the Fortune 500 list. Honeywell has a global reputation for employeestrength of over 130,000 all around the world. In 1999, the company merged withAlliedSignal but did not change the name owing to its superior image in the global market.Some of the common products that the company manufactures include the home thermostatand the Garrett turbochargers. Apart from this, the company also manufactures securityalarm systems, air conditioners, heaters, fans and so on. In 2016, the company earnedrevenue of US$39.302 billion (Honeywell.com 2017). The essay investigates the impact ofchange management on different aspects of the organisation.Part-AOrganisational structureAccording to Carnall (2007), the success of an organisation depends on the type ofstructure it follows. In this regard, theories related to organisational structure can befollowed. The classical organisational theory relates organisational structure in a manner thatscrutinises the work of people and identifies best people and equipment. For example,bureaucratic management involves establishing a hierarchy in the organisation. Based onthis analysis, it can be said that organisational structures can be classified into differenttypes. These types are important in terms of ensuring the success of an organisation (Foss,Woll and Moilanen 2013).
3One of the most common and simplest forms of organisational structure is the linestructure. Another type is the staff authority of organisational structure. It consists of twotypes of positions namely the line position and the staff position (Mullins and Christy 2013).This type can help in providing support to the different positions. This is mainly because aline manager cannot be able to perform all work related to an organisation like Honeywell.Hence, support from the staff managers is required. Third common type is the divisionalorganisational structure. This type of organisational structure has different basis based ondepartments that have been formed (Goetsch and Davis 2014). Every department of anorganisation consists of a structural level that ultimately responds to the Chief ExecutiveOfficer.Application organisational structure in Honeywell:Hence, it can be said that afterthe analysis of the three organisational structures along with theories that are involved, it canbe said that traditional line organisational structure is best suited for Honeywell. This ismainly because of the fact that there remains only one reporting personnel to whom everyemployee submits their ideas or grievances. This creates less confusion about the authorityand can help in bringing about smooth running of the organisational process (De Vries andVan der Poll 2016). Thus, it can be said that the organisational structure followed atHoneywell is tall structureOrganisational cultureOrganisational culture refers to the values and behaviours that exist in the uniqueenvironment of an organisation. It represents the collective beliefs, values and principles ofthe members of an organisation.In order to understand different cultures in anorganisation, Hofstede’s cultural dimensions theory can be used. The theory shedslight on different aspects of cultural integration that shapes the behaviour in the business.According to Handy (1993), organisational culture demonstrates the differences in thethinking process and social actions that relate to cultural as well ethnic aspects of anorganisation.The four dimensions of culture identified by Hofstede include powerdistance meaning that the relationship between employees and employers areprofessional, uncertainty avoidance meaning that people are reluctant to take risks,masculinity meaning that the organisation is more dominant. Apart from thisindividualism is also meaning that personal goals are valued more than individualgoals.These aspects are different in every region and in every organisation.Carlos Pinho,Paula Rodrigues and Dibb (2014) observed that the four dimensions are the results ofnational cultures that exist in every country. Similar to Hofstede’ cultural dimensions, DanielDanison's theory of organisational theory also consists of four dimensions. These include
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