Jeffrey R. Immelt

Jeffrey R. Immelt is an ethical leader which fits the quote,”…. leaders are not responsible for making other people ethical. Rather they are responsible for enabling their organizations to be aware of ethical meaning and reflect on it as a core part of the organization.” Immelt is the ninth chairman of General Electric a post he holds till now since September 7, 2001 after his predecessor Jack Welch. Immelt is also nominated, not once but three time by Barron’s as “World’s Best CEO”. Furthermore

the United States, at a 130 years. This great American company has been stayed in business because of the many great leaders who have led the success for GE. Leader 's such as, Jack Welch and Jeff Immelt, have brought many changes at GE bringing the company into the 20th century. Jack Welch and Jeff Immelt have been very successful at changing GE and making it a more highly profitable company, due to their leadership styles and corporate culture. General Electric Company would not be here today, if

services in areas such as legal, commercial and public relations, business development, human resources, finance and global research. In charge of executing all these strategies and implementing appropriate organizational control processes is CEO Jeffrey R. Immelt. P&G performs and is divided into four industry based sectors: global beauty, global baby. Feminine and family care, global fabric and homecare, and global health and grooming. The company prides themselves over their “unique organizational

Cultural Assessment of General Electric Learning Team A Human Relations and Organizational Behavior March 14, 2005 Cultural Assessment of General Electric The corporate culture of General Electric (GE) is a composite of its people, leadership, organization, structure, and processes from past to present. This paper will provide an assessment of the corporate culture of GE, and provide an insight into the dynamics, which have made it one of the world’s premier

Abstract This paper will discuss the code of conduct in place for G.E. It will define the ways in which the code is adhered to and how the corporate governance is respected and modified. This will define the principles of a code of conduct per the module and the code of conduct for General Electric will be defined on how GE delivers its code of conduct and how it is either modified or updated continuously.   General Electric Corporation has a code of conduct in place as follows: ““GE’s commitment

Immelt is trying to hire new young employees that know about technology and can easily learn how to use newer technology. General Electric is still working out issues with GE Capital and Immelt is continuing to remove problem segments from GE Capital. Immelt has declared that ideally only $10 billion of GE’s revenue should come from its financial departments, and that most of

Jeff Immelt 's administration style is strongly not quite the same as that of his ancestor. His quality is in rousing others by empowering them and relating with them at their level, in contrast to the intimidating way of work followed by Jack Welch. Notwithstanding both men being similarly powerful, Immelt 's kin well-disposed general fellow initiative style has made an altogether different environment at GE and drew acclaim from the positions of his subordinates. In 2001, soon after Immelt took

1. Jeff Immelt, General Electric’s (GE) CEO as of September 7th 2001, has made tremendous improvements to the organizations strategy in terms of the firm-strategy interface and the environment-strategy interface. The foundation had been set by the “near legendary CEO” Jack Welch, his predecessor who had been the CEO for 20 years and built GE into a “highly disciplined, extremely efficient machine that delivered consistent growth in sales and earnings—not only through effective operations management

Question 1: In what ways has Jeff Immelt redirected the strategy of GE? In 2001, shortly after Jeff Immelt became the CEO of GE, a series of events changed and impacted the corporate landscape. The immediate challenges that he faced included 9/11, and a subsequent series of high profile corporate scandals (Enron, WorldCom). In 2008, the financial crisis hit and had a severe impact on GE’s primary growth source, GE Capital causing it to accumulate bad debts and asset write-downs. These events caused

about it. The reason this did not happen and they faced some humiliation in 2008 until 2010 were due to GE Capital. Immelt thought that they were diversified enough to survive the economic downturn. However this proved to be wrong. In an interview for BusinessWeek magazine David Magee, author of Jeff Immelt and the New GE Way, spoke on what was going wrong for GE. He believes that Immelt and GE did not correctly predict how bad the financial downturn was going to be. By missing that their beliefs that