The prevailing critical scenario where GE was confronted with a revolutionary mission to search for a qualified CEO who could at least meet the 20-year old model of dynamic and flexible leadership of the retiring Jack Welch, was truly a matter too sensitive to leave off without…
Apparently, shareholders were gradually shaking at the long indecisive span as GE struggled with assessing each character in the company yet no one seemed to fit in the criterion patterned after that of the former CEO.
To highlight some of the achievements in his regime, downsizing a number of corporate layers and strategizing to have most of GE’s conventional units of business sold to acquisition by other huge firms had been momentous to a point Welch got the ‘neutron Jack’ moniker tagged with. However, since the massive layoffs were backed up with assistance that responded to the affected employees in the venture to seek new jobs, the company’s move to support the latter with appropriate training granted aid to improve their marketability and reputation as if to render other employers incapable of perceiving the aftermath. As a result, respect and trust of the GE staff had returned especially as the CEO’s pursuit of such vision to build people, beyond being typical workers, went on for another decade allowing the organization to exhibit optimum performance driven by shared values (GE’s Two-Decade).
Signified with this notable event was his implementation of the Six Sigma in which Jack Welch made use of fear to coerce his managers to be motivated to accept his ideas in exchange of being granted rewards through stock options. At depth, Jack Welch invested on establishing the Crotonville Management Development Facility where he handled GE managerial training courses on a bi-monthly basis, designed to equip future leaders with the pertinent knowledge and skills to form the right character in fulfilling future endeavors (GE’s Two-Decade).
Further attempts materialized the “Work Out” program which sought constant efforts from each employee to enhance the rate of company’s growth. Though Welch did not display much potential at this aspect ...
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These changes brought about, an effective working environment for the employees, and that resulted in optimum productivity from them, which in turn translated to sizable profits and valuable accolades. After his retirement, GE has acquired its leadership legacy from Jack Welch and it is up to his successors to maintain that optimum momentum.
GE has over the last years received numerous accolades from firms such as Fortune, which have proved the advantageous position held by GE in the market globally. For instance, Fortune named GE the most admired company worldwide. In 2011, Fortune ranked General Electric the sixth most successful company in the US.
The small population of workers in the city got kingship treatment and had the full authority at their places of work. The community developed good spirit of togetherness and they worked together as members of the same social group acting without any restriction based on their differences.
Welsh, hence faced the challenge of proving himself and changing the company's track, in accordance with the economic and market scenario.
Welsh decided to implement a number of management strategy, to restructure the organization, to suit the then current trends and requisites.
Strategies are made in line with the long term goals and objectives of an organization. They help the organization to get economical benefits. Properly defined strategies help companies make their universal selling proposition and help them maintain this advantage for a very long time.
The company ensures that it extracts and delivers all its products in a socially and environmentally acceptable environment to all their customers. The company has also been able to maintain a very strong relationship with their customers as well as maintaining a highly competitive edge against their competitors in the market.
It is their goal to deliver products with exceptional service, savings and convenience.
In order to identify and evaluate the key transformation processes at PetMed, this paper adopts the Burke-Litwin Causal Model. The model follows the open systems theory that breaks down the activities of an organization into twelve variables.
As a result, this exchange relationships between and among leaders and the subordinates ensure the attainment of organisational objectives. First, when leaders interact with the subordinates and give them a due
Such occurrence were obstacles to GE’s success and had to be dealt with. In tackling these difficulties, Welch made a reinvestment in enhanced productivity and improved quality his priorities (Bartlett 2). He also brought in new individuals into the
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