Case 1: Jack Welch at General Electric Bujar Berisha – G1217167 Mirza Zia – G1213229 Nik Badriah Binti Nik Rahimi – G1215608 Nur Auni Afifah Hanapi – G1210096 Nurul Izzah Aziz – G1214870 QUESTION 1 Based on the definition in chapter, GE under Jack Welch was not able to fulfill his duty. Even though he did create considerable wealth during his tenure as CEO, he did so at the cost the societal harmony and environmental well-being. According to the case, during his time as the CEO of GE, he
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Essay Jack Welch, former CEO of General Electric Corporation, started his story when was at Salem High School which is north of Boston, as a senior. The hockey team he was part of lost to their rivals yet again. Jack throws his stick down the ice in an angered rage and then goes into the locker room. A short few moments later, his mother walks through the locker room and reprimands Jack, telling him in no uncertain terms he has no business playing if he does not know how to lose, by saying “If you
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Measuring leadership competency is not only a monetary imperative for organizations but a moral imperative also. Performance reviews are not a completely objective measure of an employee, but surely, a correlation exists between excellent reviews and excellent performance. If employees cannot be rated, there is no basis for reward or remediation. At General Electric, every manager is ranked, and it is known throughout the industry as succession planning. GE spends a great deal of time recording and
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GE Case Strategic Solution The inherited Problems When Jack Welch inherited the company in 1981, the economic conditions were really tough. The US economy had slid into a recession, the interest rates were high and strength of the dollar made the problems even worse. At that GE was a huge conglomerate of various companies with 43 strategic divisions and 190 departments. Transformational Change Jack wanted a leaner structure and therefore set a very clear agenda for the company. His philosophy
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a unique strategy to provide a competitive advantage to the firm as compared to the competing firms. Consider the case where a resource is valuable but it exists in the competitor firms as well. Such a resource is not rare to provide competitive advantage Inimitable - Resources can be sources of sustained competitive advantage if competing firms cannot obtain them. Consider the case where a resource is valuable and rare but the competing organizations can copy them easily. Such resources also cannot
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often net negative rather than positive. It is also argued that most of these lateral synergies are present between independent businesses like GE. Values creations, Diversity, Leveraging resources across SBUs – Resource Stretching, are the strategic propositions that corporate parent boasts of bringing in to the overall organization. However, like in the case of Sears, Burns Philp, and most of the multi-business, there lie implicit and pervasive tendencies that contribute to unavoidable drag to the
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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
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sigma levels of quality if there is strong leadership from the top, an aligned reward system, and a well trained workforce? In 1995, Jack Welch, the chairman of General Electric, proclaimed that Six Sigma1 was the most important initiative GE had ever undertaken. Six Sigma places special emphasis on the tangible cost savings achieved by minimizing waste and use of resources, while increasing customer satisfaction through the improvement of quality2. A leadership from the top, an aligned reward system
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Readings for this week to help with assignments: Change in Leaders One of the major reasons why organizations are unable to adapt to the fast-paced, changing environments of today is the lack of effective change leadership. Leaders who are successful in guiding their organizations through change are typically those who: * Embrace change in the environment as opportunities on which to capitalize. * Are vision artists—they can paint a picture of the future that is vibrant and clear to all
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C O N C E P T U A L I Z AT I O N AND LEARNINGS Entrepreneurship and Innovation: How Leadership Style Makes the Difference ? Satyabir Bhattacharyya A n entrepreneur is often defined as one who starts his own, new, and small business. But, not every new small business is entrepreneurial or represents entrepreneurship. For instance, the husband-and-wife team which opens another Mexican restaurant in the American suburb surely takes a risk. But, are they entrepreneurs? What they do has been
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