...| Case Study: General Electric Company | GE’s Strategy Equates Longevity | | For so long, General Electric has provided the world with pioneering products and superlative services. How does a company endure the economic cycle for over a century and continue to make headway? In this paper I intend to discuss some of the aspects that have enabled GE to have fruitful success for over one hundred-thirty years. I will briefly discuss the overall strategy of the company and the approaches they employed to attain success implementing that strategy. I will examine the corporation’s value proposition and comment on current event(s) that influence the business. I will present a brief SWOT analysis and state my general impression of their management style. Finally, I will express my thoughts on their future, where they can be more effective, and what changes should be put into action. The topics covered depict how General Electric has and will maintain and upper hand in corporate world. | | Michelle Jones | 12/12/2012 | | Table of Contents I. Introduction, Meet GE pg. 2 II. The Company’s Overall Strategy and Their Approaches to Attain Success pg. 2 III. The Company’s Value Proposition pg. 3 IV. Event(s) that are Affecting the Company pg. 3 V. SWOT Analysis pg. 4 VI. Impression of the Management Style pg. 5 VII. The Company’s Future and Opinions on How They Can be More Effective pg. 5 VIII...
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...KIDDER PEABODY GROUP In the last years the financial market has been hit by many financial scandal the most recent in 2000s are Enron and Parmalat which has affected the entire market. This paper is going to take in consideration an old scandal the Kidder Peabody Group that first has been implicated in insider trading and later in a complicated method for which losses counted as huge profit. In specific this paper will analyze the case study of Kidder Peabody Group starting with brief overview of the company, then analyze the motivations and synergies that GE and Kidder Peabody should have got and finally it will explain the strategy that the bond department especially Joseph Jett used to falsify the books. The company was founded in 1865 in Boston by Henry Kidder, Francis Peabody and his brother Oliver. The company grew between the end of the 19th and begin of the 20th century where it became a leading bank in New England and a major player in the US financial market. In fact it opened an office in Wall Street, New York. The firm’s headquarter stayed in Boston until the Wall Street crash in 1929 where Kidder had to face some financial difficulties. Here thanks to some investors that injected the necessary capital recue Kidder Peabody and Chandler Hovey, Edwin Webster, and Albert Gordon became the new partner. The firm survived the difficult 30s and got back its leading position among the most important investment bank after the end of World War II. In 1985 Kidder Peabody...
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...INCENTIVES An incentive is something that motivates an individual to perform an action. The study of incentive structures is central to the study of all economic activities (both in terms of individual decision-making and in terms of co-operation and competition within a larger institutional structure). Economic analysis, then, of the differences between societies (and between different organizations within a society) largely amounts to characterizing the differences in incentive structuresfaced by individuals involved in these collective efforts. Ultimately, incentives aim to provide value for money and contribute to organizational success. Benefits of Incentives Some benefits of incentives are: 1.) Spill-over Effects: The decision to employ incentives will not only influence the immediate behavior of the target, but will also have a "spill-over effect" on relations in general. 2.) Legitimacy: It is generally much easier and less controversial to increase another's prosperity in return for a desired action, than to forcibly deprive them of something if they do not conform. 3.) Market Forces: Eileen Crumm argues that market forces work against sanctions, while incentives can be tailored to maximize their value to the targeted actor. 4.) Addressing Needs: Conflict largely arises out of political, economic or security-related need. Sanctions increase that need; by subtracting from the target's political, economic, or security baseline, they exacerbate the tensions...
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...Entrepreneurial School of Thought This school sees strategy formation as a visionary process and is fell under the descriptive school of strategic management. The chief architect of the strategy is the CEO of a company. This school took formal leadership seriously and CEO is responsible for strategy formulation. It stressed on mental state and processes such as instinctive knowledge, belief, wisdom, experience and insight of a single leader. The leader should be visionary in formulating strategy. The entrepreneurial school promotes strategy as a process which has a clear image and sense of direction which can be termed as a vision. Entrepreneurial strategy often occurs in startup companies and organizations in trouble and needing a turnaround. For any organization to sustain success it must engage in some form of entrepreneurial activity in order to effectively compete in the marketplace and continue to increase stakeholder value. In this school the organization becomes responsive to only one person, the CEO and vision is the central concept of this school. Vision is the mental representation of a leader and it outlines what the organization wants to be or how it wants the world in which it operates to be. It is a long term view and concentrates on the future. It can be emotive and source of inspiration. It serves as a guiding idea and often tends to be a kind of image than a fully clear plan. Visions are often flexible so that the leaders can change them as they like. Visionary...
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...Patient Safety/Quality Care/Improvement Case Study The Patient Safety defines health errors as “the disappointment of a designed action to be finished as planned or the use of an incorrect plan to attain an aim(Longo, D., Hewitt, J. E., Ge, B., & Schubert, S., 2007).” Health errors do not all effect in damage or grievance. Checkup errors that reason damage or hurt are occasionally called avoidable unpleasant actions that are the damage is a reflection to be due to a therapeutic intervention, not principal patient circumstances. Errors consequential in severe injury or death are considered “sentinel events” by the Joint Commission (Longo, D., Hewitt, J. E., Ge, B., & Schubert, S., 2007). The case study, Appearance May Not is Reality, was the focus of this assignment because of privacy practices. The purpose of this assignment was to identify key ethical and legal issues, determine which elements of the Code of Ethics of the American College of Healthcare Executives (ACHE) would help administrators determine the right course of action, identify potential ethics committee actions, and administrator’s role in preventing and addressing the issues in the aforementioned case study. Protected Health Information is the information that you provide us or we create receive about your health care. PHI contains a patient’s age, race, sex, and other personal health information that may identify the patient (Nationwide Children’s Hospital, 2013). The information relates to the patient’s...
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...Chapter: 01(Managing and the Manager’s Job) Page#26 Jumpin’ Jack Flash Jack Armstrong doesn’t have the cutest little baby face, but he has other qualifications for getting ahead despite the fact that he’s still relatively young. He’s smart and creative, and he combines a high‑energy approach to getting things done with aggressive marketing instincts. He’s just 36 now, but Jack can already boast a wealth of management experience, largely because he’s been quite adept at moving around in order to move up. He started out in sales for a technology company, outsold his colleagues by wide margins for two years, and was promoted to regional sales director. After a year, he began angling for a position as marketing manager, but when the job went to a senior sales director, Jack left for a job as a marketing manager with a company specializing in travel products. Though a little impatient with the tedious process of sifting through market‑research data, he devoted his considerable energy and creativity to planning new products. His very first pet project— a super‑lightweight compact folding chair—outstripped all sales projections and provided just the impetus he needed to ask for a promotion to vice president of marketing. When the company took too much time to make a decision, Jack moved on again, having found a suitable vice presidency at a consumer‑products firm. Here, his ability to spot promising items in the company’s new‑product pipeline— notably a...
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...organizations planning process. In this literature review, the author will cover the SWOT Analysis, the PEST Analysis, the Value Chain Analysis, Porter’ Five Model, Four Corner’s Analysis, Boston Consulting Group Growth-Share Matrix, General Electric Matrix, and the Strategic Early Warning Systems. Hopefully, after the completion of this review the readers will have a clear understanding of how each of the analysis operate and can be applied to any organization or group. SWOT Analysis The SWOT Analysis is a technique that was developed by Albert Humphrey, who was in charge of a research project in the 1960’s and 1970’s at Stanford University using data from many organizations over the world. The ultimate goal of the study was to reveal why corporate planning was failing. After the results were formulated, Humphrey could identify many areas of concern and the tools Humphrey needed to investigate each of these areas were called a SOFT analysis (Ghazinoory, Zadeh & Memariani, 2007). Humphrey and the team used the categories “What is good in the present is Satisfactory, good in the future is an Opportunity; bad in the present is a Fault and bad in the future is a Threat.” In 1964, the F was changed to a W, and it has been that way ever since. After the change, the SWOT Analysis has been essential in the understanding of the situation of the organization. The SWOT has provided a solid foundation for anyone to review the marketing or strategic strategy of the organization...
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...Assignment 2 – Final Project 1. Please explain the similarities and differences between the framework of the Leadership Challenge (A1) and How NASA Builds TEAMS (A2)? Please use as example the Case Study: New England PATRIOTS: Making the Team. Use your creativity. Model the way is the first of the five practices of exemplary leadership. In this practice, a leader needs to ensure that their audience understands and believes in something strongly. Leaders are expected to speak on and stand for matters of conscience and value to the organization. In order to do this, a leader needs to Find Their Voice. In other words, the leader needs to discover what they are passionate about. This practice is analogues to the Express Authentic Appreciation behavior in NASA’s 4-D team building methodology. In order to be able to express authentic appreciation towards their audience, a leader needs to be in tune with what drives the members of his audience. Listening to the audience, asking clarifying questions, and expressing expectations can accomplish this. The second subcomponent of model the way is Affirm Shared Values. This subcomponent is vital to the success of any team, group, or organization because as individuals, we each have different motivators, but if we share core values then building quality relationships can be accomplished. Address Shared Values is the 4-D behavior that when practiced aids in building strong and genuine relationships, which is a fundamental element...
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...Employee relations may be defined as those policies and practices which are concerned with the management and regulation of relationships between the organisation, the individual staff member, and groups of staff within the working environment. The objective of the policies and practices are to create • An effective mechanism for communication and participation • A safe and secure work environment • Commitment for the employer and motivation for the employees Employment relationships are built on trust and the rights of both employee and employer. Each day, employees and employers work together to complete tasks and projects for businesses. Both employees and employers have very specific rights and responsibilities that are standard based on current labour laws, employment acts and trade union acts. Balancing these rights is extremely important to a fair and successful employment relationship. Employees who understand their rights and duties may reduce their risk of being mistreated by their bosses. Similarly, employers who are familiar with their obligations and allowances may manage more effectively. It must always be remembered that with every right there is an obligation. In other words the rights of the employee are the obligations of the employer and the rights of the employer are the obligations of the employee. In Malaysia, there are several laws that govern the relationship between employees and their employers. Among them are the • Employment Act 1955 • Industrial...
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...Performance 3 Excess control often stifles innovation. 4 Employee motivation: The crisis of bureaucratic control 5 Summary 8 Reference 10 Abstract In this paper I will critically evaluate the statement “Organizations seek to control” from both mechanistic and culture perspective, using my own placement experience in Great Eastern Life Assurance (Singapore) as an example to examine the extent of compatibility and conflict between these two perspectives in the sense of control. Introduction Control is a set of activities to determine an actual state of affairs, compare it to appropriate models, and then formulate conclusions which should contribute to assure efficient and effective functioning of an organization. A mechanistic view of organizations assumes that organizations operate in a consistent machine-like manner. Control in mechanisms perspective, primarily aimed at detecting irregularities. A culture view of organizations treats organizations as mini societies which have a system of strongly-held shared value among members. Control by corporate culture views people as emotional, symbol-loving, and needing to belong to a superior entity or collectivity. Great Eastern Life Assurance provides an interesting case study in mechanism and culture perspectives for third primary reasons: First, its structure is highly formalized;...
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...From the review of the case study, I identified some barriers to critical thinking which includes: Rationalization - Nardelli is someone that rationalizes his behaviors and the decision he makes whether it's favorable to the company or not. He believed so much in numbers and did not consider whether there might have been a better way than his own way of doing things at Home Depot or even what the longer-term impact would have been in the company. For example, he’s always repeating “Facts are friendly” however his decision to focus so much on numbers and expansion was not the best but he still went ahead to justify this because it was a unilateral decision and what has worked for him in the past. For a customer-oriented business, there are some factors that cannot be measured such as employee morale, motivation, customer value and exceptional customer service; all these were not considered since he could record growth in revenue he did not bother about the stock value that was falling which was also key. Nardelli should have considered that Home Depot is a...
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...Syrian Arab Republic Damascus University Faculty of Economics MBA program Organizational Theory Module CREATING Entrepreneurship : Organizational pathways through Transformation Prepared by: Hussam Baravi Content: A. Entrepreneurship, Entrepreneurial Organization: The Concept of Entrepreneurship. Entrepreneurial Organization Factors. B. Into Transformation: The Concept. Slaughters Seven keys to success. 1|P a ge A. Entrepreneurship, Entrepreneurial Organization: In (Metaprofiling, 2013)1 study about the entrepreneurial organizations they differentiated between two concepts, entrepreneurs and entrepreneurial organization. Successful entrepreneurs are opportunists who, through their creativity, drive and vision, create economic or social value. They challenge conventional wisdom by practicing disruptive innovation — innovation that creates new markets through the application of a different set of values. They change the rules of the game by questioning the status quo and upping the stakes. It follows that an entrepreneurial organization can be defined as: An organization that places innovation and opportunism at its heart in order to produce economic or social value. However, for many organizations, this is only a brief moment in their evolution. And according to (Rodrigues et al,2003)2 entrepreneurial organizations, in fact, reflect the basic characteristics of its leadership. Filion shows a set of four indispensable characteristics of an entrepreneur...
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...Freda Pirkle Man 3240 Man 3240 Maria Lehoczky Case Study 1, Question 3 GE’s Work-Out What negative consequences do you think might result from this process? The acceleration process is newer and different from previously accepted and practiced change process. Choosing to do this route represents a decision to improve the company. The company adopted this Work-Out process nearly 20 years ago but is remaking it to engage and empower the workers and keep the company competitive in the future. This fast paced break from tradition may be the best investment GE has made since the Work-Out impetus was implemented, but as with any change, there are areas that can be resisted or even undermined by those involved. This negative resistance can come from any area from ground level to upper management. Will senior managers be able to accept and encourage the concept that all managers are going to be adept at the strategic planning that was previously entrusted only to their level? There are those managers that might find their higher order of needs according to Maslow’s Hierarchy of Needs threatened as described by Robbins and Judge. (page 73) These might also include the Two-Factor Theory. (page 74) Are the lower levels of management ready to accept this challenge? Goal-setting (page78) has to be explained along with feedback, commitment, and understanding of self-efficacy (page 81). If negative beliefs are common thoughts, these can turn into doom...
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...1. The Implausibility of Genocide Prevention That hatred soon leads to genocide. ... Lastly, Genocide cannot be prevented because the guarantee that everyone is not going to turn against the agreement to prevent future genocide is an unrealistic belief. ... Some may understand how one could disagree, arguing that genocide could be prevented. ... In conclusion, Genocide cannot be prevented. ... Therefore ge... Word Count: 1618 Approx Pages: 6 2. Rwanda RWANDARwanda: Genocide or Civil War? ... Unfortunately, it has happened, but do the conditions and outcomes warrant using the term genocide? ... The Convention on the Punishment and Prevention of the Crime of Genocide hammered out the statutes concerning genocide, which went into force January 12, 1951. ... There have been several ... Word Count: 898 Approx Pages: 4 Has Bibliography 3. Genocide Genocide will occur in the FutureMass genocides have taken place during the Holocaust, the Killing Fields, and Rwanda and many other tragic events. ... All of these genocides have occurred due to the failure of the international community. ... Did the United Nations stop this genocide? ... What happens when the threats of genocide come at their fingertips? &#... Word Count: 1647 Approx Pages: 7 4. Fighting to Stop Genocide This lasted about thirty years until the next large scale genocide in 1975, this is when the Cambodian genocide began. ... Genocide affects everyone, and it's best that every...
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...Throughout this Case Study, there were a multitude of organizational culture factors and the leaderships response to these differing cultural values which led to the extreme culture clash experienced by both B-MED and MM Healthcare. Due to its vertical hierarchy and Bureaucratic leadership style, B-MED significantly lacked inspiration and risk taking, as they were fearful of punishment and lacked autonomy in making decisions. Subsequently, MM Healthcare was built on a flat organizational structure that gave employees a sense of ownership and empowerment over their decisions. Considering that Samuels’ operations seemed to be much more results oriented, he failed to focus on the processes leading to his outcomes, which only worked when his company...
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