Altered Organizational Behavior success factor for Saab Aerostructures
Saab Aerostructures sees its leaders’ and employees’ competence and commitment as important success factors. The business unit has recently been involved in an active undertaking to develop the leaders and employees, all with the purpose of improving the ability to compete. The effort, in which a common set of values have been defined for the business unit among other things, goes by the name Altered Organizational Behavior.
“We have collectively, within the business unit, decided that the behavior within the organization can be altered and improved. We see this as an important step for further strengthening the business unit’s ability to meet competition. Management and employees are key success factors for us and we are therefore implementing a major effort where we will actively work towards improving these factors”, says Cecilia Höjer, Human Resources Director at Saab Aerostructures.
She further explains that it is of extreme importance that the employees feel involved in the organization and that every individual understands that their contribution affects the success of the business unit.
“We are convinced that the objectives of the Altered Organizational Behavior project, which are committed employees who feel involved in the business unit, will eventually contribute positively to the success of the business unit”.
In the first phase of the project, all the leaders from the business unit, at a number of training sessions during the year, have discussed leadership and altered employee values. During the fall and spring it will be time for the remaining employees to attend the training to firmly establish the effort in the business unit. During the training sessions, the following issues will be addressed:
- How will the future affect the organization and work within the business unit?
- What demands does the future organization place on me?
- What can I do to be prepared for the future demands?
The leaders within the business unit have collectively developed the ideas and values which they want to permeate the work within the business unit. Cecilia Höjer is nevertheless careful to point out that it is not the values themselves that make a difference for the business unit, but the fact that they get the leaders and employees to think and act differently.
“It is important that everyone feels responsible for their own development. Now is the time to hone the business unit and prepare ourselves for the demands of the future”.
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