The Role Of The Hierarchical Management System Of An Organization

Analyzing GE’s corporate-level strategy from 2001 – present with Jeff Immelt as CEO, GE focuses on the growth and development platforms. Technology is the key driving force for GE’s future and growth. Advancements in industries such as energy, health and aviation fueled demand for cleaner and more efficient energy production. GE identified new markets with potential high-growth that offered attractive returns through strategic mergers and acquisitions. As CEO, Jeff Immelt established a process for identifying projects that offered attractive growth potential which were then nurtured and treated as special projects or initiatives that were not subject to strict budget constraints. Immelt introduced GE’s three strategic imperatives as: (1) sustaining its strong business model, (2) strengthening the business portfolio, and (3) driving its growth initiatives. www.ge.com

2. Are the roles of the chairperson and chief executive officer (CEO) exercised by different individuals? This clear division of responsibility would help to counterbalance the power and influence of the CEO in the decision making of the company’s directors. Furthermore, this would enhance the supporting role that may be assumed by the chairman in being the CEO’s confidante.

Achievement Motivation: Leaders have a relatively high desire for achievement. The need for achievement is an important motive among effective leaders. Leading achievers obtain satisfaction from successfully completing demanding tasks, attaining higher standards, and augment better ways of doing things. They are intrinsically motivated to achieve. For instance, Jack Welch of General Electric had high need for achievement. When he was appointed CEO of GE in 1981, US economy was in recession and high unemployment rates. He set up a plan to bring about changes that would radically restructure the company over the next five years, his first move was for each business under GE to become #1 or #2 competitor in its industry or to shut down. Eventually in times of recession, it was difficult to become #1 or #2 and they shut down many business units. Such as central air-conditioning, housewares, coal mining. GE freed up over $11 billion of capital by selling off more than 200 businesses. Meanwhile, the company made over 370 acquisitions, investing more than $21billion in major purchases as Westinghouse’s lighting business, employers reinsurance, RCA, kidder Peabody.

* Technical Leadership – Immelt identified technology as a key driver of GE’s future growth and emphasized the need to speed up the diffusion of new technologies within GE and turn the corporate R&D into an intellectual house.

In three words Dismal, Denial, and Diswoned! Mr. Jack Welch’s, reigned as Chairman and CEO of GE during the years of 1981-2001, taking over from his predecessor Reginald H. Jones.

Jack Welch and Dennis Hightower were great at identifying and implementing the restructure of their organizations. However, their implementation and leadership styles differed. Welch was over all concerned with long term future operations, culture, and leadership capabilities within his organization. Welch was intimately involved with the development of his future leaders of GE. His intimacy in developing leaders led to the creation of a leadership training facility.

Welch claims that anyone brought into the corporation should have the first two E’s, the ones which are characteristics of a candidate’s personality, energy and energize. When energy is talked about, it is the inner power of someone looking to do greater things, they are motivated and ready to work, while energize is the capability to make people feel pumped up and ready to tackle a task and stay on routine. These two qualities everyone in the corporation should have as well as intelligence (different than education), maturity, and integrity. Choosing a manager can be tricky but there are more traits that are needed in order to be a winning manager; the ability to foresight, authenticity, seeking the smartest people to associate around, and resilience. An effective manager is extremely important because they are the people who emphasize on the mission and make the goals a reality through their management of

Management guru Jack Welch, former CEO of General Electric, has been instrumental in forming today 's top business management leaders by imparting effective knowledge in leadership management; he is widely credited with transforming GE into a multibillion-dollar conglomerate.

Jack Welch is the CEO of General Electric (GE). He has an exceptionally legitimate methodology with regards to dealing with his organization. As indicated by the video, Jack Welch anticipates that his workers will be lively, have high official capacity, and be energetic with an edge. Be that as it may, there is an extensive contention encompassing Jack Welch. Jack Welch sorts out his representatives in various levels taking into account execution. His classifications include: top entertainers, center seventy percent, and underperformers. He clarifies that in spite of the fact that it is not genuine that he fires the underperformers, by arranging them he expect that they will either abandon themselves or work much harder to remain. Along these lines he is basically making them mindful of where they remain in an association and to know about the commitments expected of them. This likewise permits him to have an unmistakable picture of who to remunerate alongside who needs change. Besides, he seeks after 'Winning is everything ' methodology. This appears to recommend that Welch is a man who thinks more about the result than the procedure and assets that go into creation, including his representatives.

In order to be successful in the long range, the CEO's strategy must encompass countless factors. He must devise a plan to grow the business in the face of competitors, not only from within the United States but from any and every region of today's global economy. The CEO calls the plays for a team of tens (and sometimes hundreds) of thousands of workers. All of the actions of every employee and every aspect of the business must be coordinated and integrated to produce the cars, computers or CAT scanners that yield profits to the company. It is the CEO who is responsible for that integration.

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?

Prior to Welch taking over the position as the CEO, General Electric’s organizational structure was a little out of hands even for his predecessor. There were too many layers of sectors transmitting information to the CEO. Welch came with a new strategic planning idea in mind. Restructuring was one of his early priorities. Shortly after, Welch became the new face of the company;

The experienced leadership program helps them to grow and further their career with in the company. This program places the brightest leaders within the company together to teach and share innovation and information with each other. One facility that GE uses is the John F. Welch Leadership Development Center. John F. Welch was the chairman and CEO of GE from 1981-2001. “This center was founded in 1956 and is recognized as the world’s first major corporate business school. It is located in the hamlet of Crotonville in Ossining, New York, the 53-acre campus hosts around 10,000 GE employees and customers every year.” (Bishop, 2009) Through this center GE has been able to capitalize on the latest and most “cutting-edge thinking in organizational development, leadership, innovation and change.” Crotonville courses cover a broad range of topics and expertise including:

Management guru Jack Welch, former CEO of General Electric, has been instrumental in forming today’s top business management leaders by imparting effective knowledge in leadership management; he is widely credited with transforming GE into a multibillion-dollar conglomerate.

I have learned many lessons from Jack Welch on leadership. Jack Welch has been with the General Electric Company (GE) since 1960. Having taken over GE with a market capitalization of about $12 billion, Jack Welch turned it into one of the largest and most admired companies in the world by the time he stepped down as its CEO 20 years later, in 2000. Jack Welch used his uncanny instincts and unique leadership strategies to run GE, the most complex organization in the world and increased its market value by more than $400 billion over two decades. He remains a highly regarded figure in business circles due to his innovative leadership style. Jack Welch demonstrated Kouzes and Posner’s five practices of modeling the way, inspiring a shared