...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 evaluating management ratings of subordinates, subordinate ratings of management, and ratings of effectiveness. Managers must learn to manage effectively, or they effectively must look for other employment. Before accepting my position at General Electric, I had to submit to a drug test (blood and hair), formal background check including calls to former managers and employees, verification of degrees and grades, and interviews with seven GE cross-functional departments (not just my department but departments that would be working with me). Additionally, a personality test, and a competency test, which includes In-basket training and case studies was administered. There is nothing left to the imagination once a job offer is submitted to a potential candidate at GE. In a sense, after going through this process, I can at least be absolutely sure that the people I work with are exactly who they say they are. This by no means assures the selection process is infallible, as many of the qualities of an effective leader are subjective, but it is our responsibility (GE’s) to assure that every training and encouragement technique at our disposal is utilized before the hire is considered a failure. A failure of any manager is a failure for all of General Electric, and the steps we take try to minimize...
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...“Charismatic CEOs and Succession Planning: Not so Charismatic” This article takes a look at CEO succession planning. It essentially focuses on charismatic CEOs and how they chose their successor. This article argues that the approach most charismatic CEOs take is flawed, hence, their successors tend to struggle. Most charismatic CEOs often do not make succession planning a priority until it is too late. In cases where a company puts a process in place, charismatic CEOs tend to be domineering in their choice of a successor. In other cases, charismatic CEOs die on the job, thereby making the transition shaky. Although this article delves into the open literature for insights, it also uses a case study to drive home the point that charismatic CEOs’ approach to succession planning is flawed. The challenges of succession planning are truer today than ever. Indeed, the abrupt departures of two important charismatic CEOs – Charles Prince of Citygroup and Stanley O’Neal of Merrill Lynch – in the aftermath of the 2008 financial crisis, which fetched these firms colossal losses have made scholars to beam their searchlight on this neglected aspect of corporate governance. The nonchalance with the way some CEOs handle the process of succession planning not only puts their companies in jeopardy, but also signposts a major criterion on which outgoing CEOs and their executive board members will be evaluated. Before we proceed, we will issue a caveat: the practice of succession planning runs...
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...Case Study Analysis: GE’s Talent Machine Brandie Buffins Grand Canyon University HRM – 635 Acquiring, Developing, and Leveraging Human Capital September 19, 2012 Case Study Analysis: GE’s Talent Machine General Electric (GE) has been well known and valued for embracing quantifying talent as well as rising talent when it comes to leadership. This organization makes sure that this is a key factor when it comes to their business planning. GE requires learning sessions all year long, which entails outside organizations along with GE leaders to allocate amongst one another the best ideas out there for staff enhancement opportunities. Staff receives support in attending such training programs, spending at least 1billion dollars a year. Such cost is seen as an investment from GE on their staff as it is seen development of skills and qualities essential to growing into a good successful leader which ultimately benefits GE. GE has been polishing a succession planning processes at a level unmatched by any other organization to keep performance levels far above the ground. We all have known about GE’s infamous yearly, “‘Session C’ leadership and organizational talent reviews, which are designed to identify individuals suited for bigger roles or individuals who can be groomed to take on higher positions. The annual intensive review has enabled GE to announce successors the same day leave notifications are delivered. Constantly reviewing the talent pool on a variety of layers...
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...Case Study Write Up: GE’s Two Decade Transformation: Jack Welch’s Leadership Teri Raven, EMBA 709 “GE’s Two-Decade Transformation” analyzes the leadership of Jack Welch, CEO of General Electric. When he took over GE as CEO in 1981, Jack Welch had big shoes to fill. His predecessor, Reg Jones, had been referred to as a “management legend” and been voted “CEO of the Year” and “CEO of the Decade” 3 and 1 times, respectively. Jones had led the company for 8 years and had done well both professionally and politically. Upon his initiation as CEO in 1981, the Wall Street Journal had already likened Welch’s replacing Jones to replacing a legend with a “live wire.” The business climate was shaky when Welch took over in April 1981, with the economy in recession. Welch had only one option: success. And to achieve success in the current climate, he would need his team to be “better than the best.” In fact, the choices were to be #1, #2, or nothing at all. He soon used this philosophy in his categorization of businesses into core, high-technology, and services. Welch’s 10 year vision was to lead GE to a state in which it would be viewed as “the most profitable, highly diversified company on earth, with world quality leadership in every one of its product lines” (Bartlett/Wozny); he sought to achieve this via a massive restructuring of the business. His philosophy of “fix, sell, or close” businesses was born, yet the reality was often that in the economic state of that time,...
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...for Your Organization ...... 7 2. Identify Current and Potential Leaders Within the Company ...... 7 3. Identify Leadership Gaps ......................................................... 11 4. Develop Succession Plans for Critical Roles ........................... 12 5. Develop Career Planning Goals for Potential Leaders ............. 14 6. Develop a Skills Roadmap for Future Leaders ......................... 15 7. Develop Retention Programs for Current and Future Leaders . 18 Conclusion ...................................................................................... 19 Seven Steps for Effective Leadership Development Introduction The importance of business leadership is well articulated by this observation: A good leader can make a success of a weak business plan, but a poor leader can ruin even the best plan. That’s why developing effective leadership by using a consistent talent management program at all levels across the organization can return significant business value. To identify, attract, fill, and retain corporate leadership talent, companies need leadership development programs focused on hiring strategies, employee development, and career and succession planning. Currently companies are not well prepared to fill vacancies in their leadership roles. A 2008 study found that only 36 percent of the surveyed companies felt prepared to immediately fill leadership positions, as shown in Figure 1. Figure 1. Companies...
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...UTA-TJ EMBA2012 MANA 5340 – Strategic Human Resources Management PhD George S. Benson Group #5: Justin Hu, Jacky Wang, Albert Zhou, Lily Wang, Sharry Du, Yvonne Zhang, Jichang Sheng Dec 23rd, 2012 HUMAN RESOURCES AT THE AES CORPORATION UTA-TJ EMBA 2012 HUMAN RESOURCES AT THE AES CORPORATION Contents Introduction .................................................................................................................................................. 2 Organization Planning ................................................................................................................................... 6 Job Design ................................................................................................................................................... 10 Recruiting and Selection ............................................................................................................................. 11 Training and Development ......................................................................................................................... 12 Performance ............................................................................................................................................... 14 Compensation and Benefits ........................................................................................................................ 17 Employee Relationship ........................................................................
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...Family business models This page intentionally left blank Family business models Practical solutions for the family business Alberto Gimeno Associate Professor in Business Policy and Director of the Advanced Management Program (AMP), ESADE Business School, Spain Gemma Baulenas Family Business Knowledge S.L. Joan Coma-Cros Family Business Knowledge S.L. © Alberto Gimeno, Gemma Baulenas & Joan Coma-Cros 2010 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6–10 Kirby Street, London EC1N 8TS. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2010 by PALGRAVE MACMILLAN Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndmills, Basingstoke, Hampshire RG21 6XS. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue...
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...Steve Xiong Dave Althausen POLS 365Z October 12, 2015 Police Shooting In many cases, a man was slaughtered subsequent to displaying some sort of toy firearm, notwithstanding directing it at officers, a beyond any doubt welcome toward gunfire. Many individuals, at any rate, passed on in the wake of being stunned with electric immobilizers, some from pressure or stifling, and some from reasons that stay baffling. However, most were shooting. The slaughtering of an outfitted individual prompts dissents and is called unjustified, or the executing of an unarmed individual is viewed as advocated. Whether regular citizens believe the organizations of justice is integral to the idea of procedural equity. That is, the place the general population believes the success of the justice framework, it will present authenticity on those institutions. A noteworthy group of examination illustrates "open perceptions of the justice’s reasonableness framework in the United States are more critical in molding its authenticity than observations that it is effective." Where people in general have trust, it will authorize law authorization with authenticity; and when it does as such, it is flagging that the general population's ethical estimations of good and bad are adjusted to those of its police organizations. On the other hand, authenticity disintegrates when regular people are dealt with unreasonably and general society is left with the conclusion that police offices are not accountable. The...
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...Republic of the Philippines SUPREME COURT Manila SECOND DIVISION G.R. No. 100113 September 3, 1991 RENATO CAYETANO, petitioner, vs. CHRISTIAN MONSOD, HON. JOVITO R. SALONGA, COMMISSION ON APPOINTMENT, and HON. GUILLERMO CARAGUE, in his capacity as Secretary of Budget and Management, respondents. Renato L. Cayetano for and in his own behalf. Sabina E. Acut, Jr. and Mylene Garcia-Albano co-counsel for petitioner. PARAS, J.:p We are faced here with a controversy of far-reaching proportions. While ostensibly only legal issues are involved, the Court's decision in this case would indubitably have a profound effect on the political aspect of our national existence. The 1987 Constitution provides in Section 1 (1), Article IX-C: There shall be a Commission on Elections composed of a Chairman and six Commissioners who shall be natural-born citizens of the Philippines and, at the time of their appointment, at least thirty-five years of age, holders of a college degree, and must not have been candidates for any elective position in the immediately preceding -elections. However, a majority thereof, including the Chairman, shall be members of the Philippine Bar who have been engaged in the practice of law for at least ten years. (Emphasis supplied) The aforequoted provision is patterned after Section l(l), Article XII-C of the 1973 Constitution which similarly provides: There shall be an independent Commission on Elections composed of a Chairman and eight Commissioners who...
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...GraduateSchool of Business http://www.mba.itb.ac.id MM5002 People in Organization CHEVRON PACIFIC INDONESIA CLASS (X48) FEBRUARY 2013 MASTER OF BUSINESS ADMINISTRATION SCHOOL OF BUSINESS AND MANAGEMENT INSTITUT TEKNOLOGI BANDUNG http://www.sbm.itb.ac.id/mba MASTER OF BUSINESS ADMINISTRATION SCHOOL OF BUSINESS AND MANAGEMENT INSTITUT TEKNOLOGI BANDUNG http://www.sbm.itb.ac.id/mba Contents 1. Vision and Mission of MBA-ITB 2 2. Learning Goals of MBA-ITB 2 3. Learning Outcomes of This Course 3 4. The Course Structure …………………………………………………………………………………………………………………….. 3 5. The Course Plan 5 6. Lecturer Profile 13 7. Grading 14 8. Students Guidance 15 9. References 15 1. Vision and Mission of MBA-ITB Vision: “To be A World Class Program of Master and Business Administration that Creates Ethical and Entrepreneurial Leaders” Mission: * To educate and develop future leaders in business * To develop sustainable education program for building human resource capacity needed for enhancing industry competitiveness in Indonesia 2. Learning Goals of MBA-ITB In General, The MBA-ITB’s learning goal is to develop students to have the following characteristics : * A Strong competence in business and technology-based management as well as decision making capabilities as demonstrated by business leaders in the world. * An ethical leadership and professional mindset * An entrepreneurial spirit both as professionals...
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...HB Case Study Collision Course : Bob Nardelli and the Home Depot Shareholders 2013. 11. 14 Introduction of our members 이정희 • Company: • Dept.: • Company: KTskylife • Dept.: Strategy planning & Coordination Team 박지만 김진우 • Company: • Dept.: • Company: BC Card • Dept.: Card Information Processing Team • Company: Hanmi Pharmaceutical • Dept.: Global Business Development • Company: DK Corporation • Dept.: Overseas Sales Team 이영규 신경식 Shin, Kyung Sik 김지연 Kim, Ji Yeon 1 Contents of Presentation 1. HD Introduction 2. Summary of Article 3. Issues 4. Recommendation & Implementation 5. Conclusion PRESENTATION TITLE GOES HERE 2 Home Depot 3 Home Depot [Company History] • Founded in 1978 (by Bernard Marcus, Arthur Blank, Ron Brill and Pat Farrah) • American retailer of home improvement and construction products and services. • Head Quarter : Atlanta, US Stores • US: Including all 50 US states • Canada: All 10 provinces • Mexico, China, South America and UK Market Position • Largest home improvement retailer in US in terms of overall revenue based on strong customer service ethos Culture “Everybody here feels that it is their company” - Home Depot director, Don Keough “Directors were required to meet with customers & offer insights…” - Business Week 4 Nardelli career history • 1971 : joined General Electric in 1971 as an entry-level manufacturing engineer • 1988 ~ 1991 : executive for a division of the construction equipment...
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...decentralization of various job functions has worked negatively for the company. Decentralization has caused the costs of job functions to increase because job functions have to be duplicated at various locations rather than having it at one central location. The HR strategy that will be implemented to achieve success will have a significant impact on the organization. A particular point of interest for any organization is whether to hire internally or externally. Internal hires have the advantage of having extensive prior knowledge about the organization. By comparison, external hires do not have as much knowledge about the organization but they can bring knowledge and skills that would otherwise be hard find elsewhere. Placing employees into management positions based on their level of loyalty to the company does not guarantee that the person chosen is the best candidate. Individual employee characteristics must be aligned with organizational goals and objectives. The organization needs to look at innovative methods to restructure itself, in particular its HR. Job fairs are a great way to reach a large audience face to face. Additionally, the competitive strategy of the company should be modified to deal with its competitors head on. Identification of the Problem Tanglewood is a chain of retail stores that feature items such as appliances, clothing, electronics and home décor. Tanglewood’s distinction is an outdoor theme and it targets customers that are within the moderate price...
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...HUMAN RESOURCE DEVELOPMENT PRACTICES: ENHANCING EMPLOYEES’ SATISFACTION ETHIOPIAN A CASE STUDY OF ETHIOPIAN ELECTRIC POWER CORPORATION A PROJECT SUBMITTED TO THE SCHOOL OF BUSINESS AND PUBIC ADMINSTRATION OF ADDIS ABABA UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF ART IN BUSINESS ADMINISTRATION By DESALEGN AMLAKU ADVISOR ATO TESHOME BEKELE ADDIS ABABA UNIVERSITY SCHOOL OF BUSINESS AND PUBLIC ADMINISTRATION MBAMBA-PROGRAM June 2010 ADDIS ABABA UNIVERSITY SCHOOL OF BUSINESS AND PUBLIC ADMINISTRATION MBAMBA-PROGRAM TO A PROJECT SUBMITTED TO THE SCHOOL OF BUSINESS AND PUBIC ADMINSTRATION OF ADDIS ABABA UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF ADMINISTRATION ART IN BUSINESS ADMINISTRATION By DESALEGN AMLAKU GUGISSA GSR /1996/01 ADVISOR ATO TESHOME BEKELE June 2010 ADDIS ABABA UNIVERSITY SCHOOL OF BUSINESS AND PUBLIC ADMISTRATION MBAMBA- PROGRAM HUMAN RESOURCE DEVELOPMENT PRACTICES: ENHANCING EMPLOYEES’ SATISFACTION STU TUDY CORPORATION A CASE STUDY OF ETHIOPIAN ELECTRIC POWER CORPORATION (EEPCo) By Desalegn Amlaku Gugissa GSR/ 1996/01 Approved by the Board of Examiners: ______________________ ___________________ __________________ Advisor Signature Date ______________________ ___________________ __________________ Examiner Signature Date ______________________ ___________________ __________________ Examiner Signature Date Declaration I hereby declare that this project is my original work...
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...9-399-150 REV: MAY 3, 2005 CHRISTOPHER A. BARTLETT MEG WOZNY GE's Two-Decade Transformation: Jack Welch's Leadership On September 7, 2001, Jack Welch stepped down as CEO of General Electric. The sense of pride he felt about the company's performance during the previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most Admired Company in the World." And, on the eve of his retirement, Fortune had named Welch "Manager of the Century" in recognition of his personal contribution to GE's outstanding 20 year record. Yet while the mood at GE's 2001 annual meeting had clearly been upbeat, some shareholders wondered whether anyone could sustain the blistering pace of change and growth characteristic of the Welch era. And specifically, many worried if any successor could generate the 23% per annum total shareholder return Welch had delivered in his two decades leading GE. It would be a tough act to follow. (See Exhibit 1 for financial summary of Welch’s era at GE.) The GE Heritage Founded in 1878 by Thomas Edison, General Electric grew from its early focus on the generation, distribution, and use of electric power to become, a hundred years later, one of the world’s leading diversified industrial companies. A century later, in addition to its core businesses in power generation, household appliances, and lighting...
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...Applying Knowledge Management to Oil and Gas Industry Challenges Released October 2002 By Paige Leavitt (with contributions from Cynthia Raybourn and Cindy Hubert) The oil and gas industry has taken advantage of knowledge management (KM) developments for more than a decade. In that time, the industry has experienced rapid changes and so many mergers that a oneworded petroleum company name now seems like an oddity. Throughout the rapid advance of technology, an extension of offshore drilling, numerous acquisitions, the growing reliance on foreign oil sources, and a focus on environmental issues, KM initiatives have played a part in making operations more efficient and effective. For instance, when oil and gas companies have been faced with new technology, outsourcing, new partnerships, and government regulation, their KM teams have provided support through technology and knowledge transfer, as well as asset management. When business issues involved capacity management, cost reduction, and the environment, KM played a part through forecasting/scheduling and process and technique innovation. And to improve speed and convenience, KM initiatives have expanded to address point-of-sale technology adoption and procedure effectiveness. Undeniably, KM has been proven to increase stock market valuation, assist in growth through acquisition, lead to better-developed products, and encourage intelligent leadership for tenacious early adopters. Chevron's (now ChevronTexaco's) definition of...
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