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Essay / Research Paper Abstract
A 10 page paper discussing General Electric’s past and future. GE is worthy of designation as a visionary company, even though it has had periods of bureaucratic myopia in the past. The purpose here is to assess the qualities contributing to GE’s great growth throughout the 1990s under Jack Welch and to make recommendations for future action under new CEO Jeff Immelt. Bibliography lists 6 sources.
Page Count:
10 pages (~225 words per page)
File: CC6_KSmgmtGEWelchImm.rtf
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Unformatted sample text from the term paper:
designation as a visionary company, even though it has had periods of bureaucratic myopia in the past. The purpose here is to assess the qualities contributing to GEs great
growth throughout the 1990s and to make recommendations for future action. Changes during the Welch Era The history truly is history, or has
been as long as CEO Jack Welch was in control. Mr. Welch only recently retired, however. The company spent two years and countless hours selecting his replacement (Colvin,
2001). GE was a giant, lumbering behemoth in the late 1980s when overgrowth was a common affliction throughout all of American business.
The downsizing waves of the late 1980s and early 1990s did not spare GE; neither did the necessity of restructuring for more efficient operation. In contrast to other organizations,
GE characteristically took a path different from others. While other companies senior management teams were drawing up their "hit lists" of those departments and middle managers that would be
either consolidated or eliminated, GE was developing another approach. One of the most pervasive characteristics of GEs management is that it refuses to
believe - or let employees believe - it has all the answers to all the problems that can arise. As competitors within GEs industries were downsizing, cutting costs and
demoralizing their workforces, GE was watching. It also was forced to downsize and restructure, but it learned from others mistakes. Rather than allowing or encouraging management to issue
edicts from on high, management instead took its problems to the employees. Welch-led management created a task force made up of employees culled
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