accomplish this (Dubrin‚ Dalglish & Miller‚ 2006). It is also useful in identifying the personal characteristics‚ the leader and follower values and the situational factors that contributed to his success. This paper will analyse Welch’s leadership of GE using the framework of transformational leadership. Conclusions will be drawn regarding Welch’s leader behaviour and effectiveness‚ taking into account the situation‚ the nature of the followers‚ Welch’s values and the international and cultural context
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Science‚ U.P. Diliman Revised Curriculum for Bachelor of Science in Applied Physics (Materials Physics) (Effective First Semester 2002-2003) First Semester Math 14 (Plane Trigonometry)* Math 53 (Elem. Analysis I)* GE (Social Science & Philosophy) GE (Social Science & Philosophy) GE (Arts & Humanities) C.M.T. P.E. First Year 3 5 3 3 3 (1.5) (2) __ 17 Second Year 4 1 3 3 5 3 (1.5) (2) __ 19 Third Year 4 1 3 3 3 3 __ 17 Fourth Year 3 4 3 2 4 3 __ 19 Fifth Year 3 3 3 3 3 __ 15 Total Number of Units:
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BACKGROUND OF GE GE was founded in 1878 and is headquartered at Connecticut. At present it is chaired by Jeffrey Immelt. The revenue of the company is $182.515 billion.GE operates in more than 100 countries‚ employs more than 320‚000 people worldwide. According to business week survey GE is the fourth most recognised brand in the world. In 2009‚ Forbes has ranked GE as the world’s largest company. At the beginning of the 1980s General Electric determined a goal of increasing its market share
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didn’t realize the hazards of genetically engineered (GE) foods till I read the chapter in Omnivores Dilemma. It’s really mind boggling to think what the farmers wage in risk so that they can produce more crop yields. The amazing thing is that the farmers know the potential hazards of growing GE foods. I didn’t realize that more than 75% of our foods are genetically engineered! These foods are commonly referred to as Franken foods. So get this! GE foods have never really been proven safe‚ but for
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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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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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