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Essay / Research Paper Abstract
An 8 page paper discussing the only company appearing in the top 10 of the Fortune 500 that also is the most admired company in 2006, for the sixth time in a decade. It seems clear that leadership style is most responsible for the positive benefits and results that GE gains each year. It is open but demanding, exacting but forgiving. It prefers failure over inaction. It focuses on bottom-line results but places people at a higher level of value than any other aspect of the business, relying on its people to carry the company through change after change. PowerPoint presentation available. Bibliography lists 8 sources.
Page Count:
8 pages (~225 words per page)
File: CC6_KSmgmtGEadm.rtf
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Unformatted sample text from the term paper:
Of the first ten businesses of the Fortune 500 for 2006, only one appears as one of the first ten of Fortunes Americas
Most Admired Companies 2006. That one company is General Electric (GE), the fifth largest company in America in terms of revenues. GE trails only Wal-Mart, Exxon Mobil, General
Motors and Ford Motor Company in size as measured by revenues. Of Americas most admired companies, it has a firm grasp of the leading - number one - position.
Routinely named as the worlds most admired company, General Electric (GE) continually assesses its position, its markets and its businesses for the purpose
of finding improvements and new approaches to accomplishing old tasks. Certainly this would not have been the case twenty years ago when Jack Welch took on the companys highest
position. Observers Perspectives Dells Kevin Rollins told an interviewer that he and Michael Dell had met with GE management in 2003 to learn
more about its leadership development programs after determining that Dell was not "growing" leaders quickly enough. Dell sent one of its executives to "go through the GE training program,
then created a course tailored for our people. It has worked amazingly well" (Morris and Colvin, 2006; p. 98). In "GE style," Dell now takes 15 to 20 people
offsite for two weeks for total immersion and teaching by senior management. In so doing, Dell has been able to create an atmosphere that GE has known for years:
participants come away with renewed energy and the conviction that the company wants them to do well (Morris and Colvin, 2006). Kevin Sharer,
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