...1980s and 1990s, when General Electric was led by Jack Welch, the company was an American company doing business in foreign markets. Today, under the leadership of Jeffery Immelt, General Electric is moving toward becoming a global corporation. Question:1-Why do you think GE has invested so agressively in foreign expantion?What opportunities is it trying to exploit? Answer to the question NO. 1 I think GE acted so agressively because if they didn’t then another company would have grapped the opportunity & purchase the companies that were in trouble.Other companies could have also formed there & that would have made it harder for GE to establish their business in other countries.Some companies may object to a foreign company trying to establish a company on their land but by buying out the business that were in financial trouble, GE came out as the heroes.They helped to save the jobs that these companies also acted agressively because they wanted the revenue that it would produce. I think that GE is trying to exploit lower wages. They are always trying to find ways to reduce their cost .Moving to other countries would mean lower cost in labor hours for General Electric. Question:2-What is GE trying to acheive by moving some of the headquaters of its of its global business to foreign location?How might such moves benefits the company ?Do these moves benefit the United states? Answer to the question NO....
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...GE Joint Venture Case 1. GE preferred acquisition or greenfield ventures as an entry mode rather than joint ventures because control of its technology is risked by given to its partners, and shared ownership arrangements could lead to conflicts. 2. General Electric began to favor joint ventures in recent years because they started offering several advantages. GE sees joint ventures as a great way to dip its toe into foreign markets where it lacks local knowledge, a good way to share the risk of building a business in a nation where it lacks local knowledge and also they believe that by entering a joint venture into nations where it lacks a presence is the only way of attaining the aggressively growth goals that they have adopted. Joint ventures offered firms the opportunity to share costs and risks while giving joint control to both partners The global economic crisis had a major impact on GE preferences because joint venture may not have given GE all the control they wanted but it worked in their favor by lessening the cost and risk associated with global ventures. The use of joint ventures eventually gave GE access to knowledge on local markets. 3. When entering into a joint venture risks that GE must assume is the problems that may arise which include objectives of the venture that aren’t clear and communicated to everyone whom are involved, some partners may also have different objectives for the venture. Some companies may lack in an area of expertise so...
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...General Electric Case Study Company Overview Bryan Sitka SUNY Empire General Electric Case Study Company Overview According to their website, General Electric, also known as GE, is a multinational corporation who traces its beginnings to Thomas Edison who in 1878, created Edison Electric Light Company. In 1892, Edison Electric Light and Thomas-Houston Electric Company merged and created General Electric Company. GE is headquartered in Fairfield, Connecticut, but has operations all over the globe in more than 170 countries. As of December 2013, GE employed 307,000 people worldwide. In 1900, General Electric created the first voice radio broadcast, changing the face of the speed of information sharing. Furthermore, the company is also credited with the creation of such things as the first electric toaster, as well as the first electric range oven. Needless to say, General Electric has been a pioneer in technological advancements that have reached nearly every corner of the world. According to the GE website, General Electric has moved into different industries in an attempt to broaden their overall reach and company profile. GE does business not only in the electric and lighting industry but also in aviation, Capital, Energy Management, Healthcare, Oil & Gas, Power & Water, and even transportation (General Electric Corp., 2015). General Electric has been a household name for generations, with light bulbs, electric fans, refrigerators and other appliances...
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...Jack Welch launched a number of initiatives on taking charge of GE in 1981. Was there a strategy that was the driving force behind the initiatives? Were the initiatives effective in accomplishing what Welch was aiming for? When Welch became the CEO of GE in 1981, the US economy was reeling under recession. The challenge lied before the Welch to set a strategy to remain profitable through the recession and continue to be so. Welch responded by employing a strong strategy supplemented by the necessary structural changes. Welch followed the strategy of “as a unique, high spirited, entrepreneurial enterprise…… the most profitable, highly diversified company on earth with world quality leadership in every one of its product lines.” Clearly, Welch wanted the GE to be entrepreneurial, most profitable, diversified and quality leader this was the driving force behind the initiatives. Welch took the following initiatives, their effectives is tested below: a) Sell of Close – To be most profitable, GE needed to be in the business in which they had leadership and earning profits. And to come out of the businesses which were not profitable. Welch clearly articulated this by guiding to be either #1 of #2 in business of get out of it. As a result, GE sold more than 200 businesses. This initiatives was in perfect line with the strategy. Only by remaining #1 or #2, GE could remain most profitable. b) Diversification – GE made over 370 acquisitions, clearly moving on its strategy of...
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...CASE ANALYSIS OF GE COMPANY NAY LIN 4MBA-41 History , development and growth of GE Company GE is a multinational conglomeration organization that originated in the United States. It is incorporated in New York and the headquarters are based in Fairfield, Connecticut. The company operates in several areas including Energy, Technology Infrastructure, Capital Finance and products in the Consumer and Industrial category. The company was created by Thomas Edison, the inventor of the light bulb. The company is often considered the most successful conglomerate in the world. The basis for this is that it reached its conglomerate status before this became a common practice for companies. Since its inception, the company has continued to grow, expand and innovate in a variety of industries and fields including things that range from electric fans to airplanes. The company was ranked the 26th largest company and the 14th most profitable one in America in 2011. This was based on gross revenue but another list ranked the company 4th among the Forbes Global 2000 by considering more detailed metrics. It has also been listed as the 7th best company for leaders and 15th most admired company by Fortune in 2011/2012, number 5 for best global brand by Interbrand, and by Fast Company as the 19th most innovative company. Vision: 'We bring good things to life'. Mission: General Electric Mission Statement from their Core Values: "Passionate, Curious, Resourceful, Accountable, Teamwork...
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...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 Phil Parkinson _ Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...........
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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates innovative thinking in...
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...Study Case from Modern Banking by Shelagh Heffernan - Kidder Peabody Group – ‘‘But Leo’’, said Alan Horrvich, a third-year financial analyst at General Electric Capital Corporation (GECC) in September 1987: ‘‘I don’t know anything about investment banking. If I walk in there with a lot of amateurish ideas for what he ought to do with Kidder, Cathart will rip me apart. OK, you’re the boss, but why me?’’ ‘‘Look Alan’’, replied Mr Leo Halaran, Senior Vice-President, Finance of GECC: ‘‘we’ve got ten thousand things going on here right now and Cathart calls up and says, very politely, that he wants somebody very bright to work with him on a strategic review of Kidder Peabody. You’re bright, you spent a semester in the specialised finance MBA programme at City University Business School in London, you earned that fancy MBA from New York University down there in Wall Street, and you are available right now, so you’re our man. Relax, Si isn’t all that tough. If you make it through the first few weeks without getting sent back, you’ve got a friend for life. . .’’, he ended with a grin. ‘‘Me.’’ Mr Silas S. Cathart, 61, had retired as Chairman and CEO of Illinois Tool Works in 1986. He had been a director of the General Electric Company for many years and was much admired as a first-rate, tough though diplomatic results-oriented man- ager. After the resignation of Mr Ralph DeNunzio as Chairman and CEO of Kidder Peabody following the management shake-up...
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...business manager for GE Canada, Raj Bhatt needs to figure out how to maximize the potential from the Canadian energy-efficiency opportunities. Energy-Efficiency, attractive industry and business opportunity? Yes, the energy-efficiency is a very attractive industry and business opportunity. As the growing interests from Canadian public and government, the size of the potential market has increased substantially to billions of dollars. Further, the technology and industry expertise have developed to more sophisticate stage as the market has grown to maturity with fewer competitors left. Therefore, the risk and prediction of overall business have decreased significantly. In addition, GE has the advantages of being an all-inclusive powerhouse for this project, since GE does not only have technical advantages in lighting and motors but also has its own financing department which could support the project’s financial needs. More importantly, GE is a well-known global brand with respected reputation in the industry. Lastly, GE does not face the similar level of competition in the energy-efficiency industry, as there are only 7 full-services ESCos that can cover all three businesses needs. Even those ESCos are often facing problems like accessing the capital, or creditability issues etc. GE management system, GE Canada, implications for the energy management business? The organizational structure of GE is a “direct connect” structure, which consists 6 core businesses (GE Commercial Finance...
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...GE Case Study 1. While most companies have difficulty producing sufficient quality candidates for top management succession, how has GE been able to create a surplus? What philosophy, policies, and practices have made it a “CEO factory” as Fortune called it, and “easily the world’s best machine for churning out corporate talent” as The Economist described it? GE leveraged best in class HR practices the level of sophistication in their polices gave them the opportunity to adopt practices that which in turn lead to the growth of leaders form within the company. The culture within GE was known for the development of leaders within, which helped drive a continuous improvement model for managers. The vision of the continuous improvement for managers was to become a expert in every field, or least in most of them. GE also provided job training to its employees through a university that was established through GE. They invested 10% of pre tax income to the development of its employees. 2. How generalizable are GE’s management development policies and practices? How transferable across cultures? Across industries? Across companies? GE is very successful in step-by-step development of their employees and management team. This allowed them to merge new employees with the culture that existed within the company with little push back as new employees adopted the culture quickly. GE also spent time in their recruitment process, which focused on graduates out of Universities...
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...GE’s Talent Machine Case Submission AKESH KHANDELWAL (159278005) BOOPATHI RAJA P R (159278021) CHANDRAKANT KHETAN (159278022) JAYESH PARDESHI (159278053) SANDEEP PATTANAIK (159278084) Q1: Do HRM SWOT? Answer: HRM SWOT Analysis Strength Weakeness •Promoted its top leaders from its own rank •Meritocracy-based practices •Emphasis on education (on/off-the-job training) at all levels •Decentralization of authority and responsibility •Ease of switching division/business, location •Good mentoring programs •Can attract good talent because of good brand name •Vitality Curve forced performance classification, which may not always give the true picture •Depandency on talent from America •Strongly performance-driven appraisal system •Strong sacking policy for under performers •Less weightage given to experience and position for appraisal and promotion •In more hierarchial business cultures, like India, it is difficult to attract & retian managers Opportunity Threat •Aggressive international approach for recruiting •Better candidates could be hired for top positions if GE were open to hiring from external sources (just not focus on internal progression) •Have more external talent acquisition engagements to attract industry experts rather than shifting people from within to leadership roles from different verticals. •Initially, post MBA the top talent preferred to go to Wall Street •People with ambition to become chairman/CEO in...
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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates...
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...Case Study Questions 1-6 1. Will you use one set of performance dimensions for everyone, or will people in different jobs be evaluated on client dimensions? Explain logic? Well there are three major steps in the performance appraisal process: * Identification, * Measurement * Management. The first appraisal is with identification the behaviors necessary for successful performance are determined. The second is measurement involves choosing the appropriate instrument for appraisal and assessing performance. The last step in my opinion one of the most important is management, which is the ultimate goal, is the reinforcing of good performance and the correction of poor performance. Additionally, management by objectives, which involves evaluating performance without a traditional performance appraisal. The client dimensions are the quality of a good dimensional model that is directly proportional to the quality of attributes present inside these dimension tables. The dimension table attributes show up as report label inside the reports for senior management for them to review. I would use performance dimensions are everyone across the board yes it can be difficult to achieve this task at first but with the right organization and management it could be very prosperous for the employee and the organization. 2. How will you determine the specific content of the 360 degree appraisal form? Well the content should be the same within the 360 degree appraisal form...
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...1. Why is GE one a very few diversified companies that is revered among peers? What are the historical reasons underlying its long-term success despite short-term challenges? GE is a diversified company that has managed to be a leader in world business even while being engaged in very different areas of business. I believe an important part of their long-term success has been their HR practices throughout the years. The establishment of Crotonville, their in-house corporate university, helped by providing the executives needed for the long run. 2. How does GE show its parenting advantage in focusing on the people development element of its business? What are the specific ways in which it adds value to its business in this regard? GE shows its parenting advantage by developing their managers better than the competition would. Not only that but they recruit people not necessarily from the top schools in the country, but people who are the correct fit for the company. The fact of growing in-house talent leads to a lower turnover than usual, so employees tend to stay with the company a longer time and decreases the costs of training a new person for and officer job or trying to lure away a highly qualified executive from another company to try to work at GE. 3. What elements of the GE people development model would you recommend be changed? What is your rationale? I think Cordiner’s 29 PLs are a better idea for companies abroad than Welch’s 7 broad bands. Many developing...
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...Financial Literacy Questionnaire Name: Bethany Fullenkamp Please answer the following with True or False: 1. Student loans must be paid back in the exact amount I received and no more. 2. Scholarships do NOT need to be paid back. 3. It is best to have no debt whatsoever. 4. If I am given money for school in the form of a student loan or scholarship, the money will be sent to me as a check. 5. Debit cards are different from credit cards; with a debit card money is taken directly from my checking account when I make a purchase. 6. If I pay my entire credit card bill every month without letting a balance carry over to the next month, I will not have to pay interest. 7. If I am unable to pay a bill, it is best to just wait until the next month. 8. I have to pay Grants back. 9. If I withdraw from a class, I won’t have to pay for it. 10. “Excellent” credit is considered a score between 600 and 700. 11. My parents do not have to start paying back a Parent PLUS Loan until 6 months after I graduate from college. 12. I am not allowed to make payments on my student loans until after I graduate. 13. It is best to start budgeting as early as possible. 14. I started to accrue interest on my loans when the money was disbursed to me. 15. It is possible to defer a Parent PLUS Loan until after I graduate or drop down to part-time status. 16. Scholarships are only for students with good grades. 17. If I am awarded a scholarship, they will send me a check in the mail. 18. I can use the same essay...
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