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Essay / Research Paper Abstract
A 5 page paper discussing the effect of organizational structure on the success of some of Fortune's 2008 most admired companies, focusing on General Electric. Neither of these companies has been innovative because they have the structure to support innovation. They have been innovative because they have great people they expect the best from, and they maintain organizational structures that support that innovation, rather than requiring that their people support and serve the structure. Bibliography lists 7 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgmtStrAdm.rtf
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Unformatted sample text from the term paper:
its list of Americas Most Admired Companies every spring. This year two others (Apple and Berkshire Hathaway) have replaced General Electric, which for several years has occupied the top
position. GE still is sixth in the 2007 Fortune 500 (the 2008 list will be released shortly), down from fifth place in 2006. One of the features that
has been firmly attached to GE for the past two decades is its commitment to innovation and commitment to operating only in those areas where it could gain a leading
position in the industry. Apple and Berkshire Hathaway are innovative as well, but GE has a clear history of demonstrating the link between innovation and organizational structure. 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, CEO of Amgen,
worked for Jack Welch at GE from 1984 to 1989. He says that reality constitutes a large portion of the "GE mystique:" Everybody has a real chance to know
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