General Electric AssignmentPlanning This is without a doubt the vital point from which it all spawns. For theentire project to be successful this project must be laid out effectively and thismap must be used correctly throughout the projects entire lifetime. This step willhelp managers know what they want and how to get it. It provides a sense ofunification within the organisation and aligns all workers in the same direction,towards the same goal. The basic planning process also focuses on external aswell as internal factors of the company like the environment, alternatives for thestated plan & a final solution, the implementation of the plan and the control &evaluation of the results. Its components include the mission, the vision, a strategic plan (goals), atactical plan (objectives) and operational objectives. Normally the planningshould answer 6 questions; “What?” “When?” “Where?” “Who?” “How?” “HowMuch?” Initially you must lay out the framework and make sure it is followed. Thegoals must then be identified & prioritised in order to achieve them and so theyare not mixed with other functions within the company. The necessary toolsmust be identified and confirmed to be within reach when working towards thestated goals. The actions that need to be carried out with these tools must thenbe specified down to every detail so that employees and departments within theorganization can start to work towards the planned goals. 1. Our Culture – At GE we consider our culture to be among our innovations http://www.ge.com/company/culture/index.html 2. Life at GE – We believe that life at GE leaves you a better person than when you first walked through our doors. Our culture is all about providing everyone who works here with the opportunities to exercise their responsibility integrity and creativity while growing themselves, their careers and our business. http://www.ge.com/careers/life_at_ge/index.htmlOrganizing Another of the core management functions in a business. This is the nextstep to achieve a goal after planning; trying to organize the available resources toget the desired result. You’d need to determine the tasks that are required tosucceed. Dividing the workforce into teams by employee and position, eachhaving its own set goal, will speed up the process. The relationship between eachone of these teams must also be clearly stated to make sure that communicationand group progress are a common goal.
1. Board Of Directors – GE’s culture of integrity starts with our board of directors and touches ever member of the company http://www.ge.com/company/leadership/directors.html 2. Functions – We are always looking for dedicated individuals, at any stage in their career, who want to make the most of their future. Look through the categories below and see if your experience makes you a good candidate for working at GE http://www.ge.com/careers/functions.htmlStaffing This is the process by which a company or a department within acompany determines the skills they need and the experience level required ineach position. The number of people required to carry out the work effectivelyand the training these people must go through before being ready to join theworkforce. The steps in the staffing process are as follows: attract & hire theworker, retain him and offer him a reward, to then develop and train his skillswithin the company. Managers divide the staffing cycle into three differentenvironments, to facilitate the requirements an employer must meet: the legalenvironment (equal employment opportunity, sexual harassment, etc), thesociocultural environment (diversity, drug tests, etc) & the union environment(collective bargaining & grievance processing) 1. Engineering – The Edison Engineering Development Program (EEDP) develops technical problem-solving skills through advanced courses in engineering and technical projects and presentations to senior leadership that are aligned with business objectives. http://www.ge.com/careers/students/experienced.html 2. Human Resources - The Human Resources Leadership Program (HRLP) is a challenging rotational program focused on accelerated development of top potential human resources talent, with the purpose of creating a pipeline for HR leadership roles across GE. http://www.ge.com/careers/students/experienced.htmlLeading Leadership is probably one of the most important managerial functionsand without a doubt one of the ones I have learnt most about. It helps companies& its employees achieve goals, leaders serve as role models and don’t alwayshave to be managers. Leaders should always be ready to communicate and listenas well as disposed to coach, counsel, inspire, and encourage. They are there torespond to concerns and to resolve disputes for the workforce. Leaders always
‘pull’ others towards them voluntarily and therefore are a much more interestingpiece for a company’s hierarchy rather than a regular grumpy, pushy, managerthat only damages the teams morale. They get commitment from those aroundthem to pursue the same goals and they do this by inspiring their values, skillsand abilities. The acknowledgement and celebration of progress is a vitalfunction that a good leader must cover, this maintains the positive spirit andmakes the worker feel appreciated by the organization. An effective leader caneasily communicate, model and reinforce change into the workforce if thecompany wants it to. 1. Leadership – We have always believed that building strong leaders is a strategic imperative http://www.ge.com/company/leadership/index.html 2. Executive Leaders - Meet GEs new generation of growth leaders - the men and women who are driving GEs many businesses. http://www.ge.com/company/leadership/executives.htmlControlling Once all the groundwork has been established for the previous points, itlinks them all and makes the managerial cycle come all together. A companyneeds to make sure the direction it has set is being maintained; controlling canonly do this. It is the easiest way to prevent future problems, as well asidentifying them and correcting them to fit the planning process once again or toadapt it to a new goal. It helps identify the causes of the deviations as well as thedeviations themselves. It is without a doubt the one function that allows acompany to improve endlessly through problem solving techniques. Controlling can also be called the management of risks. It setsperformance levels and makes sure they are met to maintain a company’s workpace and increase its stamina. 1. Rewarding effective risk management - Over the past year, our leaders have demonstrated the ability to identify risks and adapt our strategies to protect the Company. http://www.ge.com/ar2008/governance.html 2. Risk Management & Portfolio Quality - Data-driven analytics – identify & monitor key risks, measure capital & leverage http://www.ge.com/pdf/investors/investing/fixed_income/ge_Risk3Q11 .pdf
Motivating This is the first criterion outside the five core functions of management,however it is not less important than the previous. It is the key to a goodperformance. A motivated worker is an asset to a company, while a non-motivated worker is a liability. It is vital to keep workforce morale high, howeverthis is a hard task to do if it has to be done one by one. Therefore a bettersolution is to have a motivating environment for the workers to be in, this willmaintain the levels of inspiration and positivity high. Maslow was a pioneer inthis field and determined the factors that affect this emotion within a worker,establishing lower levels as needs and the higher ones as the ones to achieve tohave a fully motivated and effective worker. Herzberg also had his own theorywhere he believed in two main sets of factors that influence motivation& workersatisfaction, Hygiene factors & motivational factors. Motivational factors include;achievement, recognition, responsibility, advancement & work content. 1. Working Environment – Our employees performance can only flourish in a sound work environment http://www.ge.com/company/culture/working_environment.html 2. Our People – We are GE’s greatest asset. http://www.ge.com/company/culture/people.htmlDecision Making Also external to the five core functions of management, decision-makingis a very strong support for the previous methods. This represents the choicesthat a manager faces between different alternatives in his daily job. The twomain situations that call for this function are either; a recurring problem thatneeds a programmed solution, or a unique situation that calls for a non-programmed change with unpredictable results and important consequences.Decision-making can be a process carried out either in groups or individually.Different companies have different ways of attacking these situations,advantages and disadvantages exist for either method, however the importanceis that the decision is taken following thesesteps: the definition of theproblem/opportunity, the identification of the factors limiting this situation, thedrafting & analysis of alternatives, with the selection of the best one. This choicemust then be implemented and a control system must be developed to maintainthe solutions effectiveness. 1. Press Releases - MyFleet Plant Performance Monitoring Solution Empowers Plant Operators to Make Smarter Decisions http://www.genewscenter.com/content/Detail.aspx?ReleaseID=12602& NewsAreaID=2
2. Press Releases - Proficy® Real-Time Information Portal Provides Web- Based Usability and Performance Improvements to Facilitate Business Decisions Based on Real-Time Facility Data http://www.genewscenter.com/content/Detail.aspx?ReleaseID=11749& NewsAreaID=2Quality Last but not least. Quality determines customer satisfaction. It goes asdeep as the criteria used to hire, train and evaluate workers. These quality filterswill be visible in the final product of the company; therefore this is a factor that acompany must be very strict with and have very implemented in its culture. The Quality school of management is the most broadly used throughoutthe world. There are different approaches within this school of thought, but thecommon grounds state that, whatever a company does must be measuredquantitatively as well as qualitatively and the best way of achieving good resultsis by making sure the needs of the person or group demanding them are entirelymet at all times. The alignment between the company’s products and itsconsumers needs is mandatory. Once again, controlling and measuring theperformance will avoid any problems. An example of a quality driven process would be the Six Sigma processthat drives for perfection and aims to get as close to it as it possibly can. 1. Operating with Integrity - How we deliver results is as important as the results themselves. GE seeks to lead in workplace and marketplace integrity by respecting the human rights of everyone touched by our business, and by enforcing legal and financial compliance. http://www.ge.com/company/culture/working_environment.html 2. Six Sigma - Every GE employee is trained in Six Sigma, and most have at least a Green Belt certification. http://ge.geglobalresearch.com/blog/how-do-you-measure-a-year-in- the-life-with-six-sigma/