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FOSTIIMA Business
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Allied Signal
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.
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].
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FOSTIIMA Business
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Product Range

Aerospace
Avionics
Auxiliary power units (APUs)
Environmental control systems (ECS)
Aircraft lighting
Landing gear
Engines for regional/business aircraft
Automotive products
Autolite - Spark plugs
Fram - Air filters, Fuel filters, Oil filters
Prestone - Antifreeze
Engineered materials
Polymers
Specialised chemicals
Electronic products
Federal Manufacturing and Technology
Operates facilities for the United States Department of Energy

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FOSTIIMA Business
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Bell Laboratories
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).
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FOSTIIMA Business
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Allied Signals
Performance
Management Model
Bell Labs Star
Model
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FOSTIIMA Business
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Allied Signals Performance

Management Model
The success and sanctity of performance
management of managerial personnel
centers around its objectivity and
fairness
The objectivity can be ensured only
through measurable parameters.
These measures must be comprehensive
and encompass all those attributes
essential for organizational effectiveness.
Cont.
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FOSTIIMA Business
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 However, developing these

parameters and deciding upon
desirable behavioral attributes is
a herculean task
Allied Signal is one organization
that successfully made this a
possible task by introducing
world acclaimed performance
management measures
05/23/16

FOSTIIMA Business
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These are illustrated in the

following table
Success Attribute
Parameter
Business Acumen

Demonstrates knowledge,
interest, and aptitude for
business
Knows competition
Familiar with competition
Familiar with strategies and
tactics
Manages by fact

Customer Focus

Focuses on work processes for

customer satisfaction
Sees possibilities, optimistic
Meets internal and external
expectations
Promotes and maintains strong
relationships

Vision and Purpose

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Creates and communicates

compelling vision
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Business and motivates
Aligns the organization
School

Bias for action

Demonstrates a sense of
urgency to achieve important
goals
Sets priorities
Focuses on speed
High energy
Reduces cycle time and
bureaucracy
Eliminates waste and
unnecessary work

Commitment

Widely trusted
Takes ownership
Candid and forthcoming
Delivers on commitments

Teamwork

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Initiates and supports

meaningful projects
Demonstrates trust in team
members
Serves on teams
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Business success
School

Success Attribute

Parameter

Innovation

Promotes creativity and informed

risk taking
Strives for technical and market
leadership
Establishes process for
continuous improvement

Developing people

Assembles strong teams

Empowers and trains people
Communicates effectively
Provides awards, feedback, and
recognition
Demonstrates and stimulates
passion and commitment
Cont.

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10

Success Attribute

Parameter

Performance

Sets and achieves ambitious

goals
Listens and responds
Drives for continuous
improvement
Measures the right things
Gets results

Tchnical

Has functional and job

competencies

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The Bell Labs Skill Set

Two researchers, Kelly and Caplan
studied the scientists at Bell Labs to see
why some are more effective than others
in their performance
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
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Nine Major Areas

1. Ability to take initiative: Self starter,
taking responsibility and volunteering
for additional duties
2. Self Management: Managing own
output, time learning etc.
3. Team Working: Taking on
responsibility as a member of a team
4. Leadership: Develop and communicate
goals, channel colleagues towards
stated goals
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Cont.

13

5. Followership: Helping the leaders lieutenant

but with initiative of your own.
6. Perspective: Ability to see yourself in the
overall context of the organization, taking in
different viewpoints
7. Networking: Gaining information and
knowledge beyond your immediate colleagues
8. Show and tell: Ability to market yourself and
your ideas
9. Organizational Savvy: Understanding the
policies and power structures, successfully
negotiating conflicting interests
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