Turnaround of Information System at Honeywell  

Oleh:

Renier, James J.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: The Academy of Management Executive vol. 1 no. 1 (Feb. 1987), page 47-50.
Topik: information system; Information System; Honeywell
Fulltext: AA4_01-01_James J. Renier.pdf (922.74KB)

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Perpustakaan Pusat (Semanggi) Nomor Panggil: AA4 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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For too many years Honeywell has attempted to compete across the board with IBM, Renier contends. Rather, the turnaround of information systems now involves finding their own path - a “systems solutions strategy, not just selling hardware and software but entire solutions to problems.” On the human side, Renier emphasizes what he calls “democracy of the work place.” Not voting but establishing a work climate that fosters respect and dignity and that brings more into harmony individual employee objectives and business objectives. More specifically, according to Renier, this democracy of the work place is based on four fundamental facts about people: (1) they want to do a good job; (2) each employee knows best how to do his or her job; (3) employees deserve to be recognized as intelligent, responsible people who can contribute to decisions that affect their work; and (4) people need information so they can better understand the goals and problems of the organization and make informed decisions. Management’s job is “to create a climate in which these four principles can flourish.” Like the previous two organizational change examples, Renier relied on an off-site management development program to leverage and focus the effort to change the corporate culture. Similarly, too, Renier highlights the importance of rewarding the new behaviors desired: managing participatively, establishing high standards for the quality of everyone’s work life, and finally, but perhaps most importantly, providing leadership.

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