took over as CEO of GE. Jack Welch was both a transformational and transactional leader who displayed an aggressive competitive style of leadership. He did not let the recession deter him from maintaining a competitive advantage over the competition. His philosophy was to ensure that GE was either #1 or #2 in their current industry. His strategy was to "fix‚ sell or close"‚ for example‚ when Welch took charge of the company his objective was to fix the problems hindering GE from operating to its
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Jack Welch‚ the Chairman and CEO of General Electric between 1981 and 2001‚ the most lauded CEO in the world‚ and the best CEO in America‚ built GE in to the most successful American corporation of the late twentieth century by his unique management strategies. To evaluate what Jack Welch has done and judge his achievement is not so simple‚ moreover‚ it is complicated. No one is perfect leader‚ since Chinese people regard Mao to be the most respectful leader in history even though he made some big
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Case summary: ‘GE’s Growth Strategy: The Immelt Initiative’ The General Electric Company (GE) is an American multinational conglomerate corporation incorporated in New York. The Company operates through five segments: Energy Infrastructure‚ Technology Infrastructure‚ Capital Finance and Consumer & Industrial. The company has 287‚000 employees around the world. Products are Appliances‚ Aviation‚ Consumer‚ Electrical‚ Energy‚ Entertainment‚ Finance‚ Gas‚ Healthcare‚ Lighting‚ Locomotives‚ Oil‚ Software
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service. He also “…sold off many of its traditional businesses‚ such as house wares and televisions‚ and moved into high-tech manufacturing‚ broadcasting‚ and investment banking…” (Answer). One of the example that he did was “In his early years‚ he helped GE Plastics explode from a $28 million after-thought into a billion dollar business.” (Answer) Promoting personally from the internal organisation will have its positive effects‚ as they will have known the organisation structure‚ culture and also the
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Revolution and the GE ‘revolution’‚ according to three waves of transformation. We discuss the ‘hard’ effects on GE employees (strategy‚ structure‚ employment‚ rewards) and the ‘soft’ effects (culture‚ work climate‚ indoctrination). In parallel with the French Revolution‚ the retirement of CEO Jack Welch was followed by a ‘Thermidorean reaction’ characterized by the relaxation of Welch’s professional and ethical standards‚ lassitude and indecision in the GE organization‚ and the fall of GE stock price
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development is a heavy priority for GE. The company put a great emphasis on building leaders. Four successive CEO each made contributions to the development of management talent. The CEO Cordiner implemented a decentralization practice that broke the company into various departments. The new company structure was more manageable but required more delegation. As a result of the decentralized structure‚ GE put a great emphasis on developing organizational learning. GE spent a lot of money on management
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relates to GE Healthcare and the laser service group GE Healthcare provides medical technologies and services that are shaping a new age of patient care. Their expertise in medical imaging and information technologies‚ medical diagnostics‚ patient monitoring systems‚ performance improvement‚ drug discovery‚ and biopharmaceutical manufacturing technologies is helping hospitals and clinicians around the world re-imagine new ways to predict‚ diagnose‚ inform and treat disease. Even though GE provides
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reading materials in this chapter; they did all the right things in the planning and early development stages. Although NeoMed Technologies had to contend with big name competitors and major players in the diagnostic and imaging market such as GE Medical and Philips‚ also located in the Ohio region; their strategy to be headquartered in Ohio was a sound decision. However‚ they should’ve investigated further in the opportunity to obtain venture capital funding outside of the Ohio region. Perhaps
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Corporate Culture Culture refers to the fundamental values and norms that a group of peoplesuch as an ethnic group‚ a nation‚ a corporation‚ or some other organization or professionholds or aspires to hold. Every culture distinguishes itself from others by the specific ways it prefers to solve certain problems‚ such as those that arise from relationships with other people‚ from the passage of time‚ and in dealing with the external environment. Groups of people have "typical" cultural traits that
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the fortune 500 list‚ GE is the world’s most valuable and admired company. This status is attributed to the changes made by the company in the two decades from 1981 to 2000 under the leadership of CEO Jack Welch. In the 20 years that Jack led GE’s‚ revenues rose from $30 to $130 billion and company value went from $14 to $410 billion. Jack Welch’s entire strategy took place in 3 waves- First Wave (1981) - Create a unified vision and strategy for the entire company. All GE business had to fit within
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