...Today’s Workout: __________________________________________________ Notes: __________________________________________________________ ■ ■ NAILED IT BARELY MADE IT REMINDER: Take your “before” photo and enter your stats on the measurement chart located in the Quick-Start Guide or on p. 12 of this journal. • Day 2 “It’s 25 minutes to change your life, so just push through.” Today’s Workout: __________________________________________________ Notes: __________________________________________________________ • Day 3 Notes: __________________________________________________________ BARELY MADE IT ■ ■ NAILED IT BARELY MADE IT “It ain’t easy, but it’s worth it.” Today’s Workout: __________________________________________________ Notes: __________________________________________________________ • Day 5 NAILED IT “Today is about progress, not perfection.” Today’s Workout: __________________________________________________ • Day 4 ■ ■ ■ ■ NAILED IT BARELY MADE IT “First Double Day! Do your best and don’t quit!” Notes: __________________________________________________________ ■ ■ NAILED IT Today’s Workouts: _________________________________________________ BARELY MADE IT Week 1 Weight Waist Chest • ■ ■ NAILED IT BARELY MADE IT STATURDAY Thigh Arm 2 ALPHA CYCLE • Day 1 • Week 2 “Weekend is over, now it’s T-time. Let’s get into it.” Today’s Workout: __________________________________________________ ...
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...of the new you. Make every second count.” Today’s Workout: __________________________________________________ Notes: __________________________________________________________ • DAY 2 NAILED IT BARELY MADE IT REMINDER: Take your “before” photo and enter your stats on the measurement chart located in the Quick-Start Guide or on p. 12 of this journal. “It’s 25 minutes to change your life, so just push through.” Today’s Workout: __________________________________________________ Notes: __________________________________________________________ NAILED IT BARELY MADE IT • DAY 3 “Today is about progress, not perfection.” Today’s Workout: __________________________________________________ Notes: __________________________________________________________ NAILED IT BARELY MADE IT • DAY 4 “It ain’t easy, but it’s worth it.” Today’s Workout: __________________________________________________ Notes: __________________________________________________________ NAILED IT BARELY MADE IT • DAY 5 “First Double Day! Do your best and don’t quit!” NAILED IT BARELY MADE IT Today’s Workouts: _________________________________________________ Notes: __________________________________________________________ NAILED IT BARELY MADE IT WEEK 1 Weight Chest Waist Arm • STATURDAY Thigh 2 ALPHA CYCLE • DAY 1 • WEEK 2 “Weekend is over, now it’s T-time. Let’s get into it.” Today’s Workout: __________________________________________________...
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...for a treadmill? Below is a review of 10 quality treadmill options than span the spectrum, from the intensity of a competitive athlete workout, to the novice beginner. Sole F85 With the industry’s best warranty, you will immediately notice the solid stability and workmanship of the Sole F85. It has one of the highest user weight limits making it an outstanding selection for big people looking for a sturdy piece of equipment. Stability is only one of the features makes the F85 so appealing. A wide tread platform of 22 inches by 60 inches gives runners...
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...resting, the athlete will regain strength and his/her muscles will have built back up within the first week or so. Light workout would be expected to stay in shape, as well as not totally falling off some sort of eating schedule or plan. The athlete may begin some sort of cross training program to add a variety to training. However cross training should no longer be in the athletes workout plan prior to preseason because it is not necessarily sport specific. Preparatory Period: The preparatory season is the official off season for the athlete. For the first several weeks, the athlete will be in some sort of an endurance phase. Meaning whatever workouts they are participating in, they should aim to do low intensity and high volume. So for instance in the weight room they should be doing low weight with a higher amount of reps. Doing so allows for development of endurance base. Following the endurance phase should come the strength phase. This phase is a time where in the weight room the athlete would begin to add weight and lower the repetitions. This phase probably would not consist of as much cardio as the endurance phase depending on the sport and/or position. The third phase of the preparatory period is the power phase. The power phase is a time where the athlete would start doing heavy weight in the weight room or workouts and low reps, higher intensity workouts to start getting into competition shape. Volume is decreased to allow adequate recovery time. Competition Period: This...
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...constantly did the same workouts, didn’t seem to see any new results. This is why elite trainer Tony Horton created P90X. Horton spent over 20 years in becoming an expert in various areas of fitness. Many call him the “Master of Motivation”, and others that are moved by him include movie stars, professional athletes, and normal people who want amazing bodies. Due to his vast knowledge and skills developed in this concept, he created the number one best-selling home fitness program. P90X is a 90-day home fitness system which is designed to get you in shape. The program includes 12 intense workouts that use resistance and body-weight training, cardio, plyometric, ab work, martial arts and yoga, along with a nutrition plan, fitness guide and workout calendar. The real secret behind P90X is the muscle confusion. The program uses target training phases to allow the body to keep adapting and growing on the workouts. There is a “plateau” that happens whenever a person keeps on doing the same workouts which the body already adapted to and that causes the body not to show any new results. Unlike the same old workout machines used at the gym, the P90X will keep your guessing and it won’t let your body get used to the workouts. When the muscle confusion occurs, your body won’t slow down or stop showing improvements. Some of the workouts in the program include short training cycles which challenge your muscles with intensity and variety at the same time. Also the workouts maximize the fat burning...
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...1. You may have seen the terms “e-business” before. Do some research and briefly indicate why you think that this term better defines what GE did rather than “e-commerce” GE’s CEO, Jack Welch, once described their e-business as, “an elixir, a tonic that has changed the DNA of GE forever.” (Bartlett, 2002) During Welch’s final years as CEO, he was faced with the strategic decision of introducing GE onto the internet. GE Plastics had already begun using the internet as a way to conduct business and Welch used this division as a building block for the conversion to a digital workplace. The difference between GE and so many other companies is their competitive culture and their drive to succeed. Therefore, when Welch introduced his fourth strategic initiative, embracing e-business, he expected the best from his employees, set far-reaching goals, and demanded that all of GE’s large divisions begin to develop their own website. Welch’s expectations and the scope of the fourth strategic push is what differentiate GE’s term of “e-business” from “e-commerce.” As Welch began to realize the potential the internet could have on GE’s businesses, he encouraged all the business leaders to get a mentor to help them understand this potential. He also required regular meetings of all business division heads so they can learn from what other managers experienced as well as create ideas to overcome obstacles. Since GE sees failure as unacceptable, Welch wanted to give his full support to the company...
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...strong dollar exaggerated thee problem resulting in countries highest unemployment rates . he introduced some cooperate initiatives which become known as GE’S operating system every 2 years welch implement a new initiative focused on improving particular aspect of company wide performance the initiatives include workout boundry less organization globalization and six sigma. Welch and Baughman had sketched out a major change initiative they called “Work-Out”—a process designed to get unnecessary bureaucratic work out of the system while providing a forum in which employees and their bosses could work out new ways of dealing with each other. . Groups of 40 to 100 employees were invited to share views about their business and how it might be improved. The three-day sessions usually began with a talk by the unit boss, who presented a challenge and a broad agenda. Then, the boss was asked to leave, allowing employees aided by facilitators to list their problems, debate solutions, and prepare presentations. On the final day, the bosses returned and were asked to listen to their employees’ analyses and recommendations. . The rules of the process required managers to make instant, on-the spot decisions about each proposal, in front of everyone to 80% of proposals. Moving beyond the earlier initiatives aimed at strengthening GE’s individual businesses, Welch began to focus on creating what he called “integrated diversity.” He articulated his vision for GE in the 1990s as a “boundaryless”...
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...GE’s Two Decade Transformation: Jack Welch’s Leadership Submitted by: Group 11 When Jack Welch took over GE as CEO in April 1981, GE comprised of a complex diversified conglomerate consisting of 10 overlaying groups of 46 divisions and 190 departments all supporting 43 business units. GE was already considered as a bench mark for its sophisticated strategic planning and management practices. But at that time US was facing recession, an economy of high unemployment, high interest rates, and strong U.S dollar. So Welch set in motion a series of changes that were to radically restructure the company over the next few years. Welch set the target for each of the businesses to be number 1 or 2. He laid down a three circle concepts in which each business was categorized as core, with the priority of investing in productivity and quality, high technology, with the purpose of having an edge over competitors and services, to add outstanding people and to make contiguous acquisition. He also followed a ‘fix, sell or close’ policy under which many businesses were sold. The money which was collected through sales was invested in acquisition. He tried to make GE more lean and agile which resulted in a highly disciplined de-staffing process. He chipped away bureaucracy, laborious strategic planning system was scrapped and instead real time planning system was bought in. Hierarchy was removed and confined to four levels and made all businesses to report directly to himself. Due to this drastic...
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...The Most Pivotal Organizational Change of the 20th Century “Jack Welch the Man With the Plan” By: Schavalia A. Holmes HR587, Professor: M. Luckett TABLE OF CONTENTS PAGE INTRODUCTION 3 JACK WELCH BECOMES GE’s CEO 4-5 JACK WELCH ON GLOBALIZATION 5 JACK WELCH, LEADER, HIS MANAGEMENT STYLE REVEALED 5-7 JACK WELCH OUTLOOK ON WHAT MAKES A GOOD LEADER 7-11 JACK WELCH METHODOLOGY INCORPORATES KELLER’S MANAGING ORGANIZATIONAL CHANGE COURSE TCO’S ……………………………………………………………………………………………………12-13 JACK WELCH BEST CEO (MANAGER) EVER, OR IS HE THE “GRINCH WHO STOLE MASSIVE EMPLOYEES LIVELIHOODS? 14-16 CONCLUSION 16-17 BIBLIOGRAPHY 18 INTRODUCTION How do you take a company through restructuring and enable it to sustain the change and make it one of the largest multinational corporations in the world? Well, John F. Welch Jr. (Jack Welch) succeeded in doing just that. Welch climbed the corporate ladder and became Chief Executive Officer (CEO) of GE. Jack Welch (Welch) used integration techniques, well developed strategies, and made many acquisitions, while selling off or closing down its less productive companies and divisions. His task was to reinvent GE’s culture and change business operation by converting managers into leaders. He empowered his employees, gave them special rewards, devised training programs and opened the door for employees to acquire stock options. Welch’s mission was to transform the GE organization...
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...these products included the first electric powered X-ray machine, television, radio, locomotives, home appliances and radar systems. While GE was building a name for itself with great new products it also became a leader with its innovations in management. In 1900 GE embarked on its first management initiative by creating the first corporate research and development lab. A short 30 years later GE became the first company to offer pension and profit sharing plans to its employees. Adding to their long list of firsts within management GE created a unique set of “Blue Books” that governed a managers every move. In the 1960s GE partnered with the consulting firm Mckinsey and created the GE Business Screen which allowed them to analyze GE’s large portfolio of strategic business units. Quickmba.com (2010) states the screen was developed in an effort to improve an already utilized system called the BCG Matrix. The new GE Screen identified two areas of improvement. First, the GE Screen utilized the axes as industry attractiveness and unit strength while the BCG Matrix used market growth and market share. Second, the GE Screen has nine cells and the BCG matrix has only four. In the 1980 and 1990s GE developed an effective global culture as it continued its expansion into different areas of business. During this time they were the first to offer the Six Sigma quality initiatives program. GE.com (2010) describes Six Sigma as a disciplined process that allows them to focus...
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...Welch Early Priorities: GE’s Restructuring 1981 Economy in recession, high unemployment, high interest rates… company needed restructuring 1 or 2: Fix, Sell or Close Welch each business needed to be 1 or 2 competitor in industry… had to be broad strategy because it was a broad corporation. 3 Circle Vision: Services (acquisitions, note 370 exhibit 3), Technology (leading edge), Core (re-invest in productivity) Support, Outside, Ventures (exhibit 2) Internally wanted company “lean and agile,” chip away bureaucracy example laborious strategic planning system or budgeting process (targeted towards competitors), reducing hierarchical levels from 9 to 4 ensured all business reported directly to him Downsizing, de-staffing, de-layering 123,000 staff cut, operating profits rose dramatically, and set base for strong increase in sales and earnings for second half of decade (exhibit 5) Replace 12 of 14 business heads, called “Varsity Team,” all strong commitment to new management values, and willingness to break old culture, and ability to take charge and bring change… Bold Action Late 80’s: Second Stage of Rocket - Restructuring complete, but still culture shock and management exhaustion… needed more solid foundations - “Software” Initiatives: Work-out and best practices: software changes = cultural changed (too sustain high productivity) - Norm to be an approach based on openness, candor and facing reality - Core elements to be speed, simplicity, and...
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...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 _ Phil Parkinson Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...............................
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...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 Phil Parkinson _ Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...........
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...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 _ Phil Parkinson Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...............................
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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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