Allied Signal

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Allied Signal

  1. 1. 12/13/09 FOSTIIMA Business School
  2. 2. Allied Signal <ul><li>AlliedSignal was an aerospace, automotive and engineering company that acquired and merged with Honeywell for $15 billion in 1999, after which the new group adopted the Honeywell name. </li></ul><ul><li>AlliedSignal was created through a 1985 merger of Allied Corp. (formerly Allied Chemical & Dye) and Signal Companies (formerly Signal Oil & Gas), the company renamed to Allied-Signal on September 19, 1985 [1] . </li></ul>12/13/09 FOSTIIMA Business School
  3. 3. Product Range <ul><li>Aerospace </li></ul><ul><ul><li>Avionics </li></ul></ul><ul><ul><li>Auxiliary power units (APUs) </li></ul></ul><ul><ul><li>Environmental control systems (ECS) </li></ul></ul><ul><ul><li>Aircraft lighting </li></ul></ul><ul><ul><li>Landing gear </li></ul></ul><ul><ul><li>Engines for regional/business aircraft </li></ul></ul><ul><li>Automotive products </li></ul><ul><ul><li>Autolite - Spark plugs </li></ul></ul><ul><ul><li>Fram - Air filters, Fuel filters, Oil filters </li></ul></ul><ul><ul><li>Prestone - Antifreeze </li></ul></ul><ul><li>Engineered materials </li></ul><ul><ul><li>Polymers </li></ul></ul><ul><ul><li>Specialised chemicals </li></ul></ul><ul><ul><li>Electronic products </li></ul></ul><ul><li>Federal Manufacturing and Technology </li></ul><ul><ul><li>Operates facilities for the United States Department of Energy </li></ul></ul>12/13/09 FOSTIIMA Business School
  4. 4. Bell Laboratories <ul><li>Bell Laboratories (also known as Bell Labs and formerly known as AT&T Bell Laboratories and Bell Telephone Laboratories) is the research and development organization of Alcatel-Lucent and previously of the American Telephone & Telegraph Company (AT&T). </li></ul>12/13/09 FOSTIIMA Business School
  5. 5. Allied Signal’s Performance Management Model Bell Labs Star Model 12/13/09 FOSTIIMA Business School
  6. 6. Allied Signal’s Performance Management Model <ul><li>The success and sanctity of performance management of managerial personnel centers around its objectivity and fairness </li></ul><ul><li>The objectivity can be ensured only through measurable parameters. </li></ul><ul><li>These measures must be comprehensive and encompass all those attributes essential for organizational effectiveness. </li></ul><ul><li>Cont. </li></ul>12/13/09 FOSTIIMA Business School
  7. 7. <ul><li>However, developing these parameters and deciding upon desirable behavioral attributes is a herculean task </li></ul><ul><li>Allied Signal is one organization that successfully made this a possible task by introducing world acclaimed performance management measures </li></ul>12/13/09 FOSTIIMA Business School
  8. 8. These are illustrated in the following table 12/13/09 FOSTIIMA Business School Success Attribute Parameter Business Acumen <ul><li>Demonstrates knowledge, interest, and aptitude for business </li></ul><ul><li>Knows competition </li></ul><ul><li>Familiar with competition </li></ul><ul><li>Familiar with strategies and tactics </li></ul><ul><li>Manages by fact </li></ul>Customer Focus <ul><li>Focuses on work processes for customer satisfaction </li></ul><ul><li>Sees possibilities, optimistic </li></ul><ul><li>Meets internal and external expectations </li></ul><ul><li>Promotes and maintains strong relationships </li></ul>Vision and Purpose <ul><li>Creates and communicates compelling vision </li></ul><ul><li>Improves and motivates </li></ul><ul><li>Aligns the organization </li></ul><ul><li>Cont. </li></ul>
  9. 9. 12/13/09 FOSTIIMA Business School Bias for action <ul><li>Demonstrates a sense of urgency to achieve important goals </li></ul><ul><li>Sets priorities </li></ul><ul><li>Focuses on speed </li></ul><ul><li>High energy </li></ul><ul><li>Reduces cycle time and bureaucracy </li></ul><ul><li>Eliminates waste and unnecessary work </li></ul>Commitment <ul><li>Widely trusted </li></ul><ul><li>Takes ownership </li></ul><ul><li>Candid and forthcoming </li></ul><ul><li>Delivers on commitments </li></ul>Teamwork <ul><li>Initiates and supports meaningful projects </li></ul><ul><li>Demonstrates trust in team members </li></ul><ul><li>Serves on teams </li></ul><ul><li>Celebrates success </li></ul><ul><li>Cont. </li></ul>
  10. 10. 12/13/09 FOSTIIMA Business School Success Attribute Parameter Innovation <ul><li>Promotes creativity and informed risk taking </li></ul><ul><li>Strives for technical and market leadership </li></ul><ul><li>Establishes process for continuous improvement </li></ul>Developing people <ul><li>Assembles strong teams </li></ul><ul><li>Empowers and trains people </li></ul><ul><li>Communicates effectively </li></ul><ul><li>Provides awards, feedback, and recognition </li></ul><ul><li>Demonstrates and stimulates passion and commitment </li></ul><ul><li>Cont. </li></ul>
  11. 11. 12/13/09 FOSTIIMA Business School Success Attribute Parameter Performance <ul><li>Sets and achieves ambitious goals </li></ul><ul><li>Listens and responds </li></ul><ul><li>Drives for continuous improvement </li></ul><ul><li>Measures the right things </li></ul><ul><li>Gets results </li></ul>Tchnical <ul><li>Has functional and job competencies </li></ul>
  12. 12. The Bell Labs Skill Set <ul><li>Two researchers, Kelly and Caplan studied the scientists at Bell Labs to see why some are more effective than others in their performance </li></ul><ul><li>They found, various traits traditionally thought to distinguish stars from average performers such as: IQ; problem solving skills; will to win and so on do not fully explain the differences in performance between star performers and average performers. The found that there are nine major areas where stars shine brighter than their average colleagues </li></ul>12/13/09 FOSTIIMA Business School
  13. 13. Nine Major Areas <ul><li>Ability to take initiative: Self starter, taking responsibility and volunteering for additional duties </li></ul><ul><li>Self Management: Managing own output, time learning etc. </li></ul><ul><li>Team Working: Taking on responsibility as a member of a team </li></ul><ul><li>Leadership: Develop and communicate goals, channel colleagues towards stated goals </li></ul>12/13/09 FOSTIIMA Business School Cont.
  14. 14. <ul><li>5. Followership: Helping the leaders lieutenant but with initiative of your own. </li></ul><ul><li>6. Perspective: Ability to see yourself in the overall context of the organization, taking in different viewpoints </li></ul><ul><li>7. Networking: Gaining information and knowledge beyond your immediate colleagues </li></ul><ul><li>8. Show and tell: Ability to market yourself and your ideas </li></ul><ul><li>9. Organizational Savvy: Understanding the policies and power structures, successfully negotiating conflicting interests </li></ul>12/13/09 FOSTIIMA Business School
  15. 15. 12/13/09 FOSTIIMA Business School

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