Organizational Theory GBA 603


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  • Vision & Values – To be the most admired team within the United States National Nuclear Security Administration (NNSA) by converting ideas into the highest quality national security products and services by applying the right technology, outstanding program management and best commercial practices.Communication- Leaders give routine updates and ensure that information is available to all employees; the senior leader open-door policy and information sharing are two of the organization’s leadership strength. Skip level Meeetings & Ask the FM&T President are sources to respond directly to employee questions and concerns. Focus & Action – A Management Assurance Program that has an emphasis on performance measurement & fact management.
  • Strategic Planning a the second Baldrige Award Criteria a competency FM&T demonstrates when implementing strategy first step is gathering information from customers, employees and managers.Data and implementation of assessment models for each strategic step in order to evaluate effectiveness. Quarterly Feedback Reports to monitor and evaluate Tyco Strategy Strength – are a set of core values integrity, accountability, teamwork and innovation which are integrate in every initiative and actionTyco Strategy Weakness- Implementation of strategic plan
  • Customer Focus Honeywell FM&T has a customer centric approachThe primary focus is the customer. FM&T uses the VOC in order to obtain customer feedback and captures the feedback data in order to take actions which help drive the business process and strategic planning. For example, customer listening, measuring customer engagement, and monitoring customer satisfaction. FM&T drives Customer engagement through product offering, customer support and building customer culture. even during the hiring process questions are customer focused, customer engagement expectation.
  • Performance Measurement & Analysis consist of selecting performance measurement for FM&T. The Balance Score Card measures overall performance. The performance goals and ranges are based on indicators ranging from 100% to less than 80%. The Comparative Data Level is divided into tiers ranging from 1-2, Tier 1 is best in class and Tier 2 is a comparative and competitive data that collects information from the best competitors indicating performance greater than or equal to key competitors.
  • Tyco Performance measurement strength is performance data for operational performance for key products and services, regulatory compliance and customer satisfaction. A second strength is monitoring and measurement of customer satisfaction through industry positioning surveys, feedback received in response to customer complaints, meetings with customers and ship to customer request performance which is compared to benchmarks or competitors. Tyco opportunity for improvement is in the integration and implementation of data management methods and manufacturing resource planning. The action planning would entail the establishment of a committee with a member of each business unit to develop targets and identify performance gap
  • The FM&T workforce is committed to excellent quality through a Honeywell Operating System that maintains organizational excellence.Second, strong employee involvement through a strong incentive based program that encourages participation. An award program that provides recognition to employees who have achieved success in performance within specific areas. Fourth, Steering committee safety culture and engages employees in safety contest to increase awareness. Health training through electronic learning management system. Fifth, good horizontal relationships. Sixth, workforce satisfaction surveys that score appreciation, management listening, positive environment and access to information.
  • The sixth criteria for Baldrige national quality is the process management. FM&T uses the Sigma Six Process to identify
  • The Results demonstrate increased sales at 72% for Honeywell and only 9% increase for TYCO. The initiatives to be taken by Honeywell to remain a leader in the marketplace is through continuous execution and monitoring of strategy daily and quartely. Tyco requies improvements in data management, monitoring and measuring.Honeywell FM&T as a recipient of the Baldrige Award experienced high performance and success.Tyco requires improved organizational systems and implementation of the Baldrige Criteria to achieve performance excellence.
  • Organizational Theory GBA 603

    1. 1. BALDRIGE AWARD WINNING ORGANIZATION: HONEYWELL FEDERAL MANUFACTERING &TECHNOLOGIES, LLCCentenary College Shemwie Chen, Michael Coughlin, NadiraGBA 603 Singh, Lissette Tapia
    2. 2. Contents Baldrige Award Mission & Criteria Company Comparison Leadership Strategic Planning Customer Focus Performance Measurement & Analysis Workforce Focus Process Management Results Conclusion
    3. 3. Baldrige Award The Baldrige Programs mission is to improve the competitiveness and performance of U.S. organizations The award is given annually by the National Institute of Standards and Technology (NIST) to organizations that show excellence in the following areas: Strategic Customer Leadership Measurement Planning Focus Workforce Process Results Focus Management
    4. 4. Company Comparison HONEYWELL Tyco MANUFACTERING & TECHNOLOGIES LLC InternationalHeadquarters (U.S.) Morristown, NJ 2 Princeton, NJGlobal Revenue 1 36 billion 2011 17. 4 billion 20111Employees 130,00 worldwide 100,000 worldwide 2,704 FM&T1 2011EstimateSource: Tyco.com22012EstimateSource:
    5. 5. LeadershipCommunication Open–door policy and information sharing Skip Level Meetings and Ask the FM&T PresidentVision and Values To be the most admired team within the United States National Nuclear Security Administration (NNSA) Enterprise Alignment Process (EAP)Focus and Action Management Assurance ProgramTyco International Opportunity for Improvement  Model Ethical Behavior  TYCO Guide to Ethical Conduct
    6. 6. Strategic PlanningHoneywell Strategy Implementation Gather information from customers, employees, and managers Data and Implementation Assessment Models Quarterly Feedback ReportsTyco Strategy Strength Core Values are integrity, accountability, teamwork and innovationTyco Strategy Weakness Implementation of Strategic Plan
    7. 7. Customer Focus Honeywell FM&T Customer Centric Approach DRIVE CUSTOMER VOICE OF ENGAGEME CUSTOMER NT Product Offering Customer Listening Customer Support CUSTOMER Measure Customer Engagement Building Customer Culture Monitor Customer SatisfactionSource:NIST website
    8. 8. Measurement, Analysis, andKnowledge ManagementPerformance Measurement & Analysis Selecting Performance Measurements  Balance Score Card  Performance Goals and Ranges  Comparative Data Level
    9. 9. Measurement, Analysis, andKnowledge ManagementTyco Performance Measurement Analysis Measurement strength in performance data of operational performance for key products and services, regulatory compliance, and customer satisfaction Monitoring and Measurement of Customer SatisfactionOFI Integration and Implementation Data Management Methods Manufacturing Resource PlanningAction Planning
    10. 10. Workforce FocusHoneywell FM&T Tyco InternationalExcellent Quality (HOS) Teamwork Culture (OFI)Strong Employee Involvement Operational Excellence (OFI)Award Programs Safe Work EnvironmentSteering Committee Safety Culture & Environment, Health & Safety (EHS)Health Training (ELMS) management SystemGood Horizontal RelationshipsWorkforce Satisfaction Surveys
    11. 11. Process ManagementHoneywell FM&T Sigma Six Process Project relation to business strategy Measuring understanding Analyzing alternative concepts Designing a robust process Verifying a plan to ensure performance Reviewing a process to determine any improvementsTyco International OFI adopting the Sigma SixProcess
    12. 12. Results HONEYWELL FM&T TYCO INTERNATIONALSales 72% increase 9% increaseInitiatives Continuous execution Improvements in data and monitoring of management, monitoring strategy daily and and measuring quarterlyBaldrige Award Recipient experienced Improved organizational high performance and systems and success implementation of the Baldrige Criteria to achieve performance excellence
    13. 13. Conclusion The Baldrige Program raises awareness about the importance of performance excellence in driving the U.S. and global economy, provides global leadership in the learning and sharing of successful strategies, performance practices, principles and methodologies. Honeywell FM&T is an exemplary role-model of an effective and efficient organizational management system. Tyco International has opportunities for improvements and once implemented can be a recipient of the Baldrige Award.
    14. 14. References Baldrige National Quality Program, Honeywell Federal Manufacturing & Technologies profile, Retrieved from Baldrige Performance Excellence. Criteria for Performance Excellence. Retrieved from Baldrige Performance Excellence. Malcolm Baldrige National Quality Award. Retrieved from Baldrige Self-Analysis Worksheet. Retrieved from CNN Money. Honeywell International. (2011). Retrieved from Daft, R. L. (2010). Organization Theory and Design (10th ed.). Mason, OH: South-Western Cengage Learning Honeywell International Inc., (2012) Retrieved on August 31, 2012 from Honeywell Company Overview. (2011). Retrieved from Tyco International (2011) Annual Report. Retrieved from Tyco Electronics. (2008). Industrial Components and Application Guide. Retrieved August 27, 2012 from Tyco Electronics.(2008) Global Quality Management System. Retrieved on August 27, 2012 from