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Essay / Research Paper Abstract
A 5 page paper. The assignment was to discuss one corporation that changed from a traditional model to a transformed model. Jack Welch's case at General Electric remains one of the best examples of how an organization can make this transformation. The paper reports the status of GE when Welch took over and when he left. Some of the many changes he made are reported and discussed. The writer also comments on the effects of these changes on different stakeholders. Bibliography lists 6 sources.
Page Count:
5 pages (~225 words per page)
File: MM12_PGgewlc9.rtf
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Unformatted sample text from the term paper:
the modern age. This case demonstrates how to transform a traditional corporation to a global corporation. GE, the company founded by Thomas Edison was successful from its beginnings but as
time went on, it became more and more entrenched in bad management practices. Its reputation for quality had gone from superior to dreadful. That all changed when Jack Welch took
the helm in 1981. Evidence: when Welch took over as CEO and Chairman of the General Electric Company, it was the 11th largest corporation in the United States with a
market value of $12 billion (Lewis, 2002). In 1998, GE had a market value of $280 billion (Byrne, 1998). In 1981, the company was losing customers because of the
poor quality of its products (Lewis, 2002). Welch brought huge changes to the companys operations that affected every aspect of the company (Keerthi, 2005). He began by laying off 20
percent of the employees, in numbers, that was about 100,000 employees worldwide (Keerthi, 2005). He eliminated multiple layers of bureaucracy and sold more than 70 GE companies because they were
not performing (Keerthi, 2005). He then bought more modern companies in the communications and service industries, one of which was NBC (Keerthi, 2005). Within three years, Welch had gained the
reputation of being the toughest boss in the country and also was given the title of Neutron Jack" within the company because one never knew if they would have their
job the next day (Lewis, 2002). Welch was completely committed to and passionate about his vision of what GE could become. The corporate culture was turned upside-down and the new
focus was quality and profitability. He was relentless in pursuing these goals. Welch also knew that if GE was going to compete in the new marketplace emerging, the entire structure
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