Three in the Middle: the Experience of Making Change at Micro Switch

3091 Words Jan 29th, 2011 13 Pages
Micro Switch Case Study | Three in the Middle | The Experience of Making Change at Micro Switch | |
Three in the Middle: The Experience of Making Change at Micro Switch

Introduction
Micro Switch, founded in 1937 and acquired by Honeywell Inc. in 1950, is a division that has long been known as an innovative industry leader in switches, sensors and manual controls. During the transition from electro-mechanical to electronic and solid state, Micro Switch enlisted the assistance of 49 year Honeywell employee to maintain their competitive edge within an ever changing market. With an internal shake up intended to preserve the organization’s reputation, as well as improve their downward decline, middle managers are left to ponder if
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As indicated above, Alvarez did an exceptional job announcing the change, implementing APEX, and encouraging division wide involvement through Building Block Councils. That being said, the Building Block Councils focused around middle and higher level managers, not lower level employees, and thus lower level employees were not immediately included in the process. This would later change as Deb Massof, a new director brought on by Alvarez and often seen as an outsider, tirelessly attempted to encourage employee involvement. Massof’s initial outcasting was the symptom of an underlying culture clash problem that should have been dealt with right away. When trying to have meetings to get employees involved in the strategic planning process, Massof asserts that she just got blank stares from employees. Lower level employees should have been informed that some things were going to change; according to Massof’s account, it appears as though no one ever actually told them they would be doing away with the top down approach. This may have been hindrance in this situation. If this change had been formally communicated, just by some employees hearing this, their involvement and productivity may have increased significantly.
Due to the fact that prior to Alvarez, Micro Switch operated under a top-down bureaucratic management structure, and he should have considered that Micro Switch had likely