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This 3 page paper discusses the question: Are GE’s management development policies and practices transferable to other companies, industries, and cultures? by explaining some of those practices and commenting on how difficult it would be to adopt these practices. Bibliography lists 4 sources.
Page Count:
3 pages (~225 words per page)
File: ME12_PGgemgt.rtf
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Unformatted sample text from the term paper:
transferable and some would not. It would not even make good business sense to simply adopt GEs policies and practices in another company because every company is different. Each is
founded on a specific set of values with a mission and with goals and objectives. Each has its own corporate culture and its own operating procedures. GE has a
very broad and intense management development program. The company has focused on people development since its founding by Thomas Edison in 1892 when Thomas Edisons Electric Light company merged with
the Thomas Houston Company (Grant, 2005). By the time Jack Welch took over the company in 1981, it had become top-heavy mostly because of its management development programs and practices.
Worse, product quality had suffered over the years. Welch turned the company around and one of his actions was to eliminate layers of bureaucracy (Grant, 2005). When Jeffrey Immelt took
over in 2001, he inherited a very well-functioning company that had regained its reputation for quality and success. It has regained its reputation as one of the best corporations and
one of the most admired (Grant, 2005). That does not mean that Immelt did not face challenges. Author and consultant, Robert Tomasko, points out that GEs culture is directly related
to its success. In terms of culture, individual achievement is always rewarded (See Bartlett and McLean, 2006 and Grant, 2005); thinking outside the box is encouraged; competition is ever-present; poor
performers are helped but then dismissed if they do not improve; and communication is very direct and open and as Bartlett and McLean (2006) suggest, it can be confrontational. These
practices do not exist in their entirety in any other company and trying to implement all of them would be extremely difficult. GE is extremely diversified in terms of its
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