This paper examines the organizational and team management challenges facing Tyco International, a multinational corporation comprising five distinct business divisions. It explores how Tyco can foster a unified corporate culture across geographically dispersed and functionally diverse operations while still honoring divisional differences. The paper addresses strategies for team formation, role clarity, and conflict resolution, with particular attention to cross-cultural communication between employees from different national backgrounds. It also considers the role of personality assessments such as the DISC inventory, ongoing sensitivity training, and compliance with EEOC regulations in building effective, inclusive work teams throughout the organization.
Tyco International is an organization of great breadth as well as depth. It is composed of five business divisions: ADT Worldwide, Fire Protection Services, Safety Products, Flow Control, and Electrical & Metal Products. The functions of employees at the company can therefore span everything from marketing and advertising to sales, financial information-gathering, and technological support and development. Creating a cohesive sense of mission for a company this diverse and diffuse can be difficult: employees bring many different skills to the organization, the company is international in nature, and it has many separate locations and functions. Given its commitment to team-oriented management and development, the company must create a cohesive ethos that holds the organization together while still allowing employees to feel individually valued when part of a work team.
A general orientation covering the company philosophy, Tyco's mission, and expected conduct regarding diversity and tolerance should be given to all employees, regardless of their organizational function, nation of origin, or position in the corporate structure. Tyco has a stated commitment to diversity and respect for others that must be upheld, even in locations outside of the United States. A specific orientation to the company and department should be used to create a sense of mission and also a sense of belonging at Tyco for each employee, and to underline the Tyco teamwork ethos.
Of course, ADT, Tyco's security company, may have a different corporate culture than its Electrical & Metal Products division. ADT's website states: "Local managers have great flexibility to grow their markets within broad guidelines. As a result, ADT associates enjoy a highly entrepreneurial, fast-paced culture. Generous incentive plans are in place to reward positive results." Another of Tyco's subsidiaries similarly reflects this customer-first orientation: "Tyco Fire Suppression & Building Products is committed to exceeding our customers' expectations through superior service, delivery and innovation. If you are a highly motivated, customer-focused individual who would like to join our team, please visit this link to read about opportunities available with Tyco Fire Suppression & Building Products." Common themes — such as service and teamwork — must be stressed so that the company as a whole functions more fluidly.
Procedures for creating and supervising work teams do not need to be fully standardized across different parts of Tyco and must be flexible to accommodate different divisional needs, but certain guidelines may be helpful to observe. It is important, for example, that work teams have clear assignments. Roles on the team should be respected, but there should not be such an emphasis on hierarchy that employees are afraid to contribute their ideas. Maintaining a timely schedule of meetings and progress benchmarks, and keeping track of minutes and official correspondence in case of a dispute, is also valuable for both logistical and legal reasons.
"DISC inventory and cross-cultural communication tools"
"Multi-tiered communication and sensitivity training"
"Legal compliance and team dialogue strategies"
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