...General Electric Case Study Company Overview Bryan Sitka SUNY Empire General Electric Case Study Company Overview According to their website, General Electric, also known as GE, is a multinational corporation who traces its beginnings to Thomas Edison who in 1878, created Edison Electric Light Company. In 1892, Edison Electric Light and Thomas-Houston Electric Company merged and created General Electric Company. GE is headquartered in Fairfield, Connecticut, but has operations all over the globe in more than 170 countries. As of December 2013, GE employed 307,000 people worldwide. In 1900, General Electric created the first voice radio broadcast, changing the face of the speed of information sharing. Furthermore, the company is also credited with the creation of such things as the first electric toaster, as well as the first electric range oven. Needless to say, General Electric has been a pioneer in technological advancements that have reached nearly every corner of the world. According to the GE website, General Electric has moved into different industries in an attempt to broaden their overall reach and company profile. GE does business not only in the electric and lighting industry but also in aviation, Capital, Energy Management, Healthcare, Oil & Gas, Power & Water, and even transportation (General Electric Corp., 2015). General Electric has been a household name for generations, with light bulbs, electric fans, refrigerators and other appliances...
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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates innovative thinking in...
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...GE Case Study 1. While most companies have difficulty producing sufficient quality candidates for top management succession, how has GE been able to create a surplus? What philosophy, policies, and practices have made it a “CEO factory” as Fortune called it, and “easily the world’s best machine for churning out corporate talent” as The Economist described it? GE leveraged best in class HR practices the level of sophistication in their polices gave them the opportunity to adopt practices that which in turn lead to the growth of leaders form within the company. The culture within GE was known for the development of leaders within, which helped drive a continuous improvement model for managers. The vision of the continuous improvement for managers was to become a expert in every field, or least in most of them. GE also provided job training to its employees through a university that was established through GE. They invested 10% of pre tax income to the development of its employees. 2. How generalizable are GE’s management development policies and practices? How transferable across cultures? Across industries? Across companies? GE is very successful in step-by-step development of their employees and management team. This allowed them to merge new employees with the culture that existed within the company with little push back as new employees adopted the culture quickly. GE also spent time in their recruitment process, which focused on graduates out of Universities...
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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates...
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...Case Study Questions 1-6 1. Will you use one set of performance dimensions for everyone, or will people in different jobs be evaluated on client dimensions? Explain logic? Well there are three major steps in the performance appraisal process: * Identification, * Measurement * Management. The first appraisal is with identification the behaviors necessary for successful performance are determined. The second is measurement involves choosing the appropriate instrument for appraisal and assessing performance. The last step in my opinion one of the most important is management, which is the ultimate goal, is the reinforcing of good performance and the correction of poor performance. Additionally, management by objectives, which involves evaluating performance without a traditional performance appraisal. The client dimensions are the quality of a good dimensional model that is directly proportional to the quality of attributes present inside these dimension tables. The dimension table attributes show up as report label inside the reports for senior management for them to review. I would use performance dimensions are everyone across the board yes it can be difficult to achieve this task at first but with the right organization and management it could be very prosperous for the employee and the organization. 2. How will you determine the specific content of the 360 degree appraisal form? Well the content should be the same within the 360 degree appraisal form...
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...Financial Literacy Questionnaire Name: Bethany Fullenkamp Please answer the following with True or False: 1. Student loans must be paid back in the exact amount I received and no more. 2. Scholarships do NOT need to be paid back. 3. It is best to have no debt whatsoever. 4. If I am given money for school in the form of a student loan or scholarship, the money will be sent to me as a check. 5. Debit cards are different from credit cards; with a debit card money is taken directly from my checking account when I make a purchase. 6. If I pay my entire credit card bill every month without letting a balance carry over to the next month, I will not have to pay interest. 7. If I am unable to pay a bill, it is best to just wait until the next month. 8. I have to pay Grants back. 9. If I withdraw from a class, I won’t have to pay for it. 10. “Excellent” credit is considered a score between 600 and 700. 11. My parents do not have to start paying back a Parent PLUS Loan until 6 months after I graduate from college. 12. I am not allowed to make payments on my student loans until after I graduate. 13. It is best to start budgeting as early as possible. 14. I started to accrue interest on my loans when the money was disbursed to me. 15. It is possible to defer a Parent PLUS Loan until after I graduate or drop down to part-time status. 16. Scholarships are only for students with good grades. 17. If I am awarded a scholarship, they will send me a check in the mail. 18. I can use the same essay...
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...GE Two-Decade Transformation: Jack Welch’s Leadership 1A. Vision. Mr. Welch started from day one of his tenure as CEO to change the vision of GE as it relates to its employees, management and the aim of its products. His major goal was to fixed those poor achieving product lines that could be fixed, sell those product lines that could be sold but not fixed and drop those product lines that could not be fixed or sold. B. Mission. Mr. Welch mission was to downsize, de-staff and de-layer the GE organization to streamline it to be more efficient and effective. C. Strategies. Mr. Welch brought in various strategies; however, they all had three primary focus points in mind. He wanted to centralize the chain of command structure, while taking out layers of bureaucracy. He wanted input from all sectors of the GE family when determining how to do jobs better. He wanted management to be responsive up as well as down the chain of command. D. Organizational Structure. Mr. Welch knew he badly had to implement a cultural change if he intended to sustain high productivity. He wanted to replicate a small business culture, where ideals were freely shared with management and decisions were made on the spot. He started an initiative called “Work-out,” where employees with the help of a facilitator put their ideals on paper. Once the employee ideals were captured on paper, management was called in to hear the...
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...Week 4 – Team Assignment 1 Create copy for one Paid Search Ad. (Google enforces a limit of 25 characters for a heading, and then two description lines with no more than 35 characters each.) TravelMate: Travel App Your Personal Handheld Concierge Local & Reliable - Transit, Food, Entertainment & Emergency Contacts For your specific Ad, what keyword list would you use? Travel Apps, Travel Experience, Travel Blogs, Trip Planning, Vacation, Trip Hotel, Hostel Review, Route, Flight, Emergency, Rental Deals, Tour traveling, do-it-yourself traveling, Travel Companion, Travel Buddy, Travel Concierge, Things to do, Travel, Transit, Restaurants, shows, emergency contact, Travel Mate, Local Experiences, Insider What average monthly searches would you expect to see? For the first few months we expect a run rate of 2500-5000 per month, after that ramping up to 10000 per month (approx. 300+ per day) What techniques would you use to increase conversion on your landing page? We would use A/B/N: Multiple Versions of one element to test our core function in an effort to optimize our results. For example, when we design the recommendation pages, we could create two different templates and randomly assign our audience these two templates. And adopt the version with the higher conversion rate. Additionally we would be sure to design the landing page with the following elements in mind: 1. Relevant and to the point, clean and concise with a call to...
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...| 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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...Management Principles and Practices MGT101 Case Study – GE Electric Motivation Gemma Blandford Word count 1315 (excluding references) Introduction General Electric (GE) was founded in 1878 by Thomas Edison. Since then GE have developed businesses in the areas of Appliances, Aviation, Consumer Electronics, Electrical Distribution, Health Care, Lighting, Oil and Gas, Energy, Finance for both Business and Consumers, Rail, Software Services and Water. They are now one of the most diversified companies in the world. Findings In 1960 Jack Welch joined General Electrics in the plastics division in Pittsfield, Massachusetts, USA, where he developed his leadership skills and ideas. In 1968 Jack Welch was made the company’s General Manager; for GE in 1981 he was elected Chief Executive Officer. His vision was to become one of the most competitive business enterprises in the world. Shortly after Jack was elected he identified the organisation was bureaucratic - the environment was controlling, upper management made the rules and the juniors followed. The lower level in the hierarchy is controlled by the upper ones, and the planning and decision making is done in one place. The higher levels in the hierarchy have more freedom in doing their work as compared to the lower levels. In this case GE was represented by 9 layers of management from the shop floor to the CEO. Unfortunately in a bureaucratic environment people are afraid to speak out; employees find it difficult...
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...Case Study Write Up: GE’s Two Decade Transformation: Jack Welch’s Leadership Teri Raven, EMBA 709 “GE’s Two-Decade Transformation” analyzes the leadership of Jack Welch, CEO of General Electric. When he took over GE as CEO in 1981, Jack Welch had big shoes to fill. His predecessor, Reg Jones, had been referred to as a “management legend” and been voted “CEO of the Year” and “CEO of the Decade” 3 and 1 times, respectively. Jones had led the company for 8 years and had done well both professionally and politically. Upon his initiation as CEO in 1981, the Wall Street Journal had already likened Welch’s replacing Jones to replacing a legend with a “live wire.” The business climate was shaky when Welch took over in April 1981, with the economy in recession. Welch had only one option: success. And to achieve success in the current climate, he would need his team to be “better than the best.” In fact, the choices were to be #1, #2, or nothing at all. He soon used this philosophy in his categorization of businesses into core, high-technology, and services. Welch’s 10 year vision was to lead GE to a state in which it would be viewed as “the most profitable, highly diversified company on earth, with world quality leadership in every one of its product lines” (Bartlett/Wozny); he sought to achieve this via a massive restructuring of the business. His philosophy of “fix, sell, or close” businesses was born, yet the reality was often that in the economic state of that time,...
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...ID number: 0971546 Paper in: MBA 23901 Corporate Strategy and Global Business Policy - GE Wind Strategy Study - Date turned in: 05.01.2014 For: BI Norwegian Business School-Fudan University MBA Programme 05.01.2014 Content Table of Contents Content ............................................................................................................................ i Introduction .................................................................................................................. ii 1. Industry Analysis ................................................................................................ 1 2. Competitive Analysis ......................................................................................... 4 3. Value chain analysis ........................................................................................... 7 4. Strategy core analysis ........................................................................................ 8 5. Advantages and disadvantages ...................................................................... 9 6. Conclusion .......................................................................................................... 10 7. Reference ........................................................................
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...accepted the position of CEO of GE in 1981 he faced a number of looming challenges which firstly included taking the reins of the company following a complete reorganization by a strong, successful predecessor. The second major challenge he faced was the new globalized marketplace in which GE had to compete. Welch had to act fast before GE's territory was taken over by global growth from foreign companies. The third challenge was the beginning symptoms of a contracting economy which, by 1982, would become a deep recession. Jack Welch approached the first challenge of taking over from a successful predecessor by deciding that keeping the status quo would not guarantee GE future success. He felt that GE was to be a standard; they needed to be “better than the best”. This fierce drive to restructure the company during the next 5 years, immediately after the organization had barely finished their prior restructuring, also helped solve his other immediate challenge: the economy. He effectively implemented a new strategy, “Fix, Sell, Close.” If a business could be fixed so it could be #1 or #2 in its competing category then it was kept, otherwise the business was sold or closed. In order to prepare for the incoming global competition, Welch decided to part ways with 12 of his 14 previously hired business heads. The new business heads had to fit a certain billing: “strong commitment to the new management values, a willingness to break with the old GE culture, and most of all, an ability...
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...Case Study: GE Healthcare In India: An (Ultra) Sound Strategy? What are the basic facts? GE Healthcare India, a joint venture between General Electric (GE) and the Indian multinational Wipro Ltd., had ended the 2005-2006 year with a significant rise in sales of 10% since last year. They were the market leader in the $77 million ultrasound machine market, beating its competitors, which included Siemens, Toshiba and Philips. The president and CEO of GE Healthcare India, V. Raja read the newspaper headlines which described how government officials in Hyderabad had been confiscating ultrasound machines that they suspected were being used illegally to determine the sex of unborn children. The article featured a poster for GE ultrasound machines, a police officer wrapping up an ultrasound machine and a pregnant belly (Wicks, 2014). As a result of these news articles, 102 clinics had their registrations suspended, police seized 112 ultrasound machines and three suppliers, including Wipro GE Healthcare had been accused of supplying machines to clinics without registering them with the government. This controversy could affect GE Healthcare India’s sales for the next fiscal year and its reputation. What are the ethical issues? The 2001 Indian census revealed that there were 927 girls to every 1000 boys, down from 945:1000 in 1991 and 962:1000 in 1981. By 2001, 14 districts had a ratio of less than 800:1000. A 2006 study confirmed, after analyzing data from more than 1.1 million...
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...3. Problem Definition The problems and respective impact which GE was facing were: Management Problems: • Higher costs on production, distribution, agency[1] and transaction. Dot-com enterprises with high usage of technology in their process, made GE's costs not more competitive[2]. • GE was running on an old economy business. The company was not ready for changes of the business that were near it and could be running slower. • Because of the dot com bubble, GE was almost obligated to transform into a digital firm. With the raising of new digital firms, more efficient and with lower costs[3], GE's products could be substituted. Organization Problems: • Business processes were not as efficient as the IT based ones. As a consequence, its products had higher prices. This could lower consumer's value or turn into a loss of market share in favor of competitors. • Large vertical organization structure. Thus, total cost of human resources, such as managers and employees, was higher than digital firms[4]. • Distribution of employees was not optimal in order to maximize the use of an information system. This disabled a potential costs reduction[4]. • Extensive time to achieve maximum profit with an IS. Because of its big size, to maximize the use of the IS, a redefinition of all the processes and training of employees was vital after the deployment of the IS. Technology Problems: • Inefficient customer service due to the overload of incoming calls which could not be handled...
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