CEO Case Study Analysis Darien O’Neal Brandman University General Electric Business Process Analysis and Innovation BUSU 630 Prof. John Besaw October 8th 2012 General Electric CEO Case Study The General Electric (GE) that Jeffrey Immelt inherited in 2001 was widely regarded as one of the world’s most successful companies of all time. It was the only company that has remained a member of the Dow Jones industrial index since the index was first created (Rowe & Guerro‚ 2010). It can
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Brief summary: Follows the actions of GE CEO‚ Jeff Immelt‚ as he implements a growth strategy for the $150 billion company in a tough business environment. In four years‚ he reinvigorates GE’s technology‚ expands its services‚ develops a commercial focus‚ pushes developing countries‚ and backs "unstoppable trends" to realign GE’s business portfolio around growth platforms. At the same time‚ he reorganizes the company‚ promotes "growth leaders" into top roles‚ and reorients the culture around innovation
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multinational firms‚ General Electric Company (GE)‚ with over 300‚000 employees‚ generated a variety of opinions‚ such as: Increasingly restive General Electric Co. shareholders‚ frustrated with six years of meager returns‚ are pressuring Chairman Jeffrey Immelt to break up the conglomerate. But some shareholders and analysts argue that GE’s sprawling businesses are better off together than apart. GE’s big umbrella‚ these investors say‚ can balance differing product and economic cycles‚ while helping all
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Analysis A. Problem Statement GE’s financial health and growth rates are no longer climbing at exponential rates due to the stark differences and change of leadership‚ goals and strategies between Welch and Immelt‚ specifically as their leadership translates to their subordinates. B. Identification of Problem Causes According to the Path-Goal Theory of Leadership‚ Welch displays the characteristics of participative and directive leadership. His strengths are in his clear vision
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CASE 22 Jeff Immelt and the Reinventing of General Electric[1] On April 25‚ 2012 Jeff Immelt‚ chairman and CEO of the General Electric Company‚ presided over the company’s annual shareholders’ meeting in Detroit‚ Michigan. As representatives of the “99 Percent Movement” protesting GE’s low rate of corporate tax were ushered from the hall‚ and GE’s board members and corporate officers took their seats‚ Immelt reflected on his eleven years as head of GE. Immelt knew that taking over from
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The 2013 Proxy Report provides a thorough and defined description of all elements and metrics used to determine final executive compensation. Following essentially the same compensation model initiated in 2003‚ Jeffrey Immelt realized total compensation (including projected pension value) of $20‚592‚769. Leadership‚ Ethics & Firm Values General Electric is a perfect case study in the evolution of an American business. Formed in 1892 primarily as an electric company
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GE Stakeholders –Distinction Criteria *D1 – Evaluate the influence the different stakeholders can exert in one organisation* General Electric (GE): • The CEO – Jeffery Immelt: The extent of the influence: The CEO (Jeffery Immelt) of General Electric has a huge influence on the company‚ as he is the leader and the most important person in the company. You would say that he has the biggest influence because what he says and what he thinks should be done within the company will happen
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situations than others? It is possible that Welch and Immelt are both effective leaders? I do believe it work better in some situations‚ but this will depends on the situations‚ such as being polite can show a person have a demeanor of major kind and weak especially in some companies‚ but kind can also show that a person have the sprite to bring new business partners to the table to help the company grow with by networking. I do feel that Welch and Immelt are effective leaders‚ because with the kindness
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References: Bartlett‚ C. & McLean‚ A. (2003) GE’s Talent Machine: The Making of a CEO. Harvard Business. Business Week (2005). The Immelt Revolution. Retrieved on April 27‚ 2011 from the website http://www.businessweek.com Electronically retrieved on April 27‚ 2011 from the website http://www.ge.com Electronically retrieved on April 27‚ 2011 from the website http://www.zeromillion
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9-907-048 REV: JUNE 30‚ 2008 CHRISTOPHER A. BARTLETT BRIAN J. HALL NICOLE S. BENNETT GE’s Imagination Breakthroughs: The Evo Project As he prepared for the December 2006 meeting with GE’s CEO Jeff Immelt‚ Pierre Comte faced some difficult decisions. Only eight months into his job as chief marketing officer (CMO) of GE’s Transportation business‚ Comte would be presenting Transportation’s recommendations on some of the most visible growth initiatives in its locomotive business—projects
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