Organizational change management at General Electrics
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Organizational Change Management at General Electrics when Six Sigma was implemented. The pre-implementation scenario and the post implementation scenario.
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General Electric - Jack Welch and Jeffrey Immelt - (CEO Succession) | Organiz...
This presentation is based on a Case Study: 'Jack Welch and Jeffrey Immelt: Continuity and Change in Strategy, Style and Culture at GE (General Electric)' The presentation also consists of ingenious OB (Organizational Behavior) Analysis. Leadership style, Management Style, of these two great CEOs has been discussed in the slides.
General electric:The GE culture
GE has a long history and operates in many industries globally. It uses a multi-divisional structure to manage its diverse businesses.
Over time, GE's culture and values have shifted from an earlier focus on competition and individual performance under Jack Welch, to emphasizing local decision making, global expansion, and spreading ideas quickly under Jeff Immelt's leadership.
GE has implemented various processes like Six Sigma and Work-Out to drive innovation and improvement, and now focuses on initiatives like Ecomagination for sustainable growth through new technologies and effective use of its resources and portfolio.
GE Case Study
Welch and Immelt led GE with different styles. [1] Welch joined GE in 1960 and became CEO in 1981, focusing on acquisitions and innovations to drive profits. [2] He instituted a performance review system that fired bottom performers and generously rewarded top ones. [3] Immelt became CEO in 2001 facing challenges from 9/11, but restructured GE's portfolio and increased transparency and innovation.
GE case study two decade transformation Jack Welch's Leadership
Jack Welch transformed GE over two decades through relentless restructuring, acquiring and divesting businesses, and developing a culture of continuous improvement. Under his leadership, GE became one of the world's most diversified and profitable companies, with annual shareholder returns of 23%. Welch instituted a "fix, sell, or close" policy for businesses and cut layers of management. He globalized operations significantly and placed strong emphasis on developing leaders and continuous improvement efforts like Six Sigma. By the time of his retirement, GE had become a global industrial powerhouse focused increasingly on services in addition to products.
General Electric (GE) Case Study
General Electric is an American multinational conglomerate corporation incorporated in New York and headquartered in Boston, Massachusetts.
Case Study Analysis on General Electric
This document provides a case study analysis of General Electric's organizational strategy. It analyzes GE's internal capabilities, which it identifies as key sources of sustained competitive advantage. These capabilities include leadership, human resource development, organizational structure, innovation, marketing/brand portfolio, and customer service. For each capability, the document describes how GE has built and leveraged that capability, such as through training programs, decentralizing its structure, launching initiatives like Ecomagination, diversifying its portfolio for synergies, and focusing on customer relationships. The overall analysis aims to understand the roots of GE's competitiveness through its internal capabilities.
General Electric_Leadership
Jack Welch transformed GE during his 20-year tenure through three waves of restructuring:
1) Introduced the three circle vision and decentralized GE into business units.
2) Focused on work-out processes, best practices, going global, and developing leaders. Productivity and international sales grew significantly.
3) Emphasized boundaryless behavior, service businesses, and six sigma quality. Revenues increased 376.7% and earnings 670.88% under Welch's leadership through acquisitions, divestitures, and setting ambitious stretch targets.
Strategic Human Resource Management
The document discusses strategic human resource management and the role and value of HR in business. It addresses factors that impact HR both internally and externally. The key focus of strategic HR is to identify appropriate functions, culture, structure and systems to create value and organizational excellence. Business value refers to results that align with organizational goals, while business alignment means activities are geared towards achieving goals. For HR to add value, its outputs must contribute meaningfully to organizational objectives. The HR business partner role serves as a strategic consultant to help align business and employee objectives.
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General Electric - Jack Welch and Jeffrey Immelt - (CEO Succession) | Organiz...
This presentation is based on a Case Study: 'Jack Welch and Jeffrey Immelt: Continuity and Change in Strategy, Style and Culture at GE (General Electric)' The presentation also consists of ingenious OB (Organizational Behavior) Analysis. Leadership style, Management Style, of these two great CEOs has been discussed in the slides.
General electric:The GE culture
GE has a long history and operates in many industries globally. It uses a multi-divisional structure to manage its diverse businesses.
Over time, GE's culture and values have shifted from an earlier focus on competition and individual performance under Jack Welch, to emphasizing local decision making, global expansion, and spreading ideas quickly under Jeff Immelt's leadership.
GE has implemented various processes like Six Sigma and Work-Out to drive innovation and improvement, and now focuses on initiatives like Ecomagination for sustainable growth through new technologies and effective use of its resources and portfolio.
GE Case Study
Welch and Immelt led GE with different styles. [1] Welch joined GE in 1960 and became CEO in 1981, focusing on acquisitions and innovations to drive profits. [2] He instituted a performance review system that fired bottom performers and generously rewarded top ones. [3] Immelt became CEO in 2001 facing challenges from 9/11, but restructured GE's portfolio and increased transparency and innovation.
GE case study two decade transformation Jack Welch's Leadership
Jack Welch transformed GE over two decades through relentless restructuring, acquiring and divesting businesses, and developing a culture of continuous improvement. Under his leadership, GE became one of the world's most diversified and profitable companies, with annual shareholder returns of 23%. Welch instituted a "fix, sell, or close" policy for businesses and cut layers of management. He globalized operations significantly and placed strong emphasis on developing leaders and continuous improvement efforts like Six Sigma. By the time of his retirement, GE had become a global industrial powerhouse focused increasingly on services in addition to products.
General Electric (GE) Case Study
General Electric is an American multinational conglomerate corporation incorporated in New York and headquartered in Boston, Massachusetts.
Case Study Analysis on General Electric
This document provides a case study analysis of General Electric's organizational strategy. It analyzes GE's internal capabilities, which it identifies as key sources of sustained competitive advantage. These capabilities include leadership, human resource development, organizational structure, innovation, marketing/brand portfolio, and customer service. For each capability, the document describes how GE has built and leveraged that capability, such as through training programs, decentralizing its structure, launching initiatives like Ecomagination, diversifying its portfolio for synergies, and focusing on customer relationships. The overall analysis aims to understand the roots of GE's competitiveness through its internal capabilities.
General Electric_Leadership
Jack Welch transformed GE during his 20-year tenure through three waves of restructuring:
1) Introduced the three circle vision and decentralized GE into business units.
2) Focused on work-out processes, best practices, going global, and developing leaders. Productivity and international sales grew significantly.
3) Emphasized boundaryless behavior, service businesses, and six sigma quality. Revenues increased 376.7% and earnings 670.88% under Welch's leadership through acquisitions, divestitures, and setting ambitious stretch targets.
Strategic Human Resource Management
The document discusses strategic human resource management and the role and value of HR in business. It addresses factors that impact HR both internally and externally. The key focus of strategic HR is to identify appropriate functions, culture, structure and systems to create value and organizational excellence. Business value refers to results that align with organizational goals, while business alignment means activities are geared towards achieving goals. For HR to add value, its outputs must contribute meaningfully to organizational objectives. The HR business partner role serves as a strategic consultant to help align business and employee objectives.
Ge’s two – decade transformation
Jack Welch led a two-decade transformation of GE through restructuring, cultural changes, and strategic initiatives. When he became CEO in 1981, GE faced challenges from economic recession and inefficient operations. Welch restructured GE by divesting 200+ businesses, making 370+ acquisitions, and eliminating over 200,000 jobs. He introduced initiatives like Six Sigma to improve quality and services businesses to diversify revenues. By pursuing boundaryless operations and developing leaders, Welch transformed GE's culture. Through three waves of changes from 1981-2001, he helped GE become the most profitable and diversified company.
Ge’s two decade transformation
The ppt reflects upon case analysis of GE during the tenure of Jack Welsh. It identity the leadership skill, competency of Jack Welsh to make GE a successful company
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GE Organizational Restructuring
- General Electric underwent several phases of organizational restructuring over the 20th century to adapt to changing market conditions.
- In the 1980s and 1990s, under CEO Jack Welch, GE implemented a "boundaryless" structure that dismantled hierarchy and removed barriers between units to encourage innovation.
- Since the 1980s, GE has pursued strategies of globalization, localization, diversification, and more recently digitization to remain competitive in international markets through local innovation and adapting to the digital economy.
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This document summarizes Jack Welch's leadership and transformation of GE over two decades from 1981 to 2001. When Welch became CEO in 1981, he initiated major restructuring by selling off underperforming businesses and making many acquisitions. He also emphasized strategic planning, quality improvement, developing business leaders, and growing globally. By prioritizing speed, simplicity and self-confidence in the organization's culture, Welch helped GE become highly profitable and the most valuable public company in the world by the late 1990s.
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The document outlines the history of General Electric from its founding in 1878 through the leadership of Jack Welch from 1981-2001 and Jeff Immelt from 2001 onward. It describes how GE grew from a small company focused on electric lighting into a large multinational conglomerate under Welch. Immelt shifted GE's focus more toward technology and innovation and changed the company slogan to "Imagination at Work" to reflect this new emphasis. The document also discusses the internal and external reactions to Immelt's changes to GE's branding and marketing strategies.
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This document discusses change management and organizational development. It defines change management as planned efforts to introduce and implement changes that are accepted by most through behavioral science interventions. Organizational development is defined as planned, organization-wide change managed from the top to increase effectiveness through interventions in people, processes, and procedures using behavioral sciences. Several models of change management are presented, including John Kotter's 8-step model. The document also discusses understanding and managing resistance to change, and implementing change through various interventions and systems of control. The overall message is that change is inevitable, so we should try to welcome and embrace change.
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The ppt reflects upon case analysis of GE during the tenure of Jack Welsh. It identity the leadership skill, competency of Jack Welsh to make GE a successful company
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The document discusses diagnosing organizational effectiveness through a comprehensive three-level model examining the organization, groups within the organization, and individuals. At the organizational level, it evaluates factors like strategy, structure, culture and resources. At the group level, it assesses goals, tasks, composition and norms. At the individual level, it analyzes job characteristics and personal factors that influence satisfaction and performance.
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This document outlines strategies discussed in Chapter 5 of the 8th edition of the textbook "Strategic Management Concepts & Cases" by Fred R. David. It discusses various types of strategies companies use, including intensive strategies like market penetration and product development, integrative strategies involving vertical and horizontal integration, diversification strategies, defensive strategies such as retrenchment and divestiture, and Porter's generic strategies of cost leadership, differentiation, and focus. Key terms related to strategic management concepts are also defined.
GE Organizational Restructuring
- General Electric underwent several phases of organizational restructuring over the 20th century to adapt to changing market conditions.
- In the 1980s and 1990s, under CEO Jack Welch, GE implemented a "boundaryless" structure that dismantled hierarchy and removed barriers between units to encourage innovation.
- Since the 1980s, GE has pursued strategies of globalization, localization, diversification, and more recently digitization to remain competitive in international markets through local innovation and adapting to the digital economy.
Performance management and its characteristics
Performance management is a continuous process where managers and employees work together to plan, monitor, and review work objectives and overall contribution. It aims to enable superior work performance, identify skills needed to perform jobs efficiently, and boost performance through motivation and rewards. A successful performance management system is strategic, thorough, practical, meaningful, reliable, valid, inclusive, standardized, acceptable, fair, and ethical. It identifies effective and ineffective performance to determine promotions, pay, and identify poor performers while developing employees' careers. Performance appraisal is the ongoing process of evaluating employee performance, typically once or twice a year, whereas performance management is future-oriented, ongoing, and flexible.
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GE is a large multinational conglomerate with diverse business units including aviation, energy, healthcare, and media. It employs over 300,000 people worldwide and has a long history dating back to Thomas Edison. GE aims to solve some of the world's toughest problems through innovation and putting imagination to work. It focuses on expanding in high-growth markets like healthcare, infrastructure projects in developing countries, and consumer finance.
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This document summarizes Jack Welch's leadership and transformation of GE over two decades from 1981 to 2001. When Welch became CEO in 1981, he initiated major restructuring by selling off underperforming businesses and making many acquisitions. He also emphasized strategic planning, quality improvement, developing business leaders, and growing globally. By prioritizing speed, simplicity and self-confidence in the organization's culture, Welch helped GE become highly profitable and the most valuable public company in the world by the late 1990s.
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Human beings are the most important resource of an organization. These are the people who plan all the activities and then they carry on all the activities. And managing human beings is the toughest duty of the manager as no two persons are alike. Every individual has separate values, aspirations, motivations, assumptions, goals, etc. Today we are discuses about Importance of human resource management in 21st century
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The document outlines the history of General Electric from its founding in 1878 through the leadership of Jack Welch from 1981-2001 and Jeff Immelt from 2001 onward. It describes how GE grew from a small company focused on electric lighting into a large multinational conglomerate under Welch. Immelt shifted GE's focus more toward technology and innovation and changed the company slogan to "Imagination at Work" to reflect this new emphasis. The document also discusses the internal and external reactions to Immelt's changes to GE's branding and marketing strategies.
Change Management - Organizational Development
This document discusses change management and organizational development. It defines change management as planned efforts to introduce and implement changes that are accepted by most through behavioral science interventions. Organizational development is defined as planned, organization-wide change managed from the top to increase effectiveness through interventions in people, processes, and procedures using behavioral sciences. Several models of change management are presented, including John Kotter's 8-step model. The document also discusses understanding and managing resistance to change, and implementing change through various interventions and systems of control. The overall message is that change is inevitable, so we should try to welcome and embrace change.
Siemens Hr Strategy
Siemens is a 160-year-old German company with top competitors including ABB, GE, and Schneider Electronics. While originally focusing on electrical products, Siemens has diversified into new markets globally. Strategic goals include delivering quality products and services to customers, expanding offerings into different countries, and maintaining a strong brand image through organizational streamlining. Key workforce competencies are an ability to continuously learn, adapt to different cultures through teamwork, and participate in training. HR policies follow a strategic process to translate business strategy into practices supporting goals like shareholder value, expanding offerings globally, and maintaining high quality and selection through innovation, learning, and diversity.
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This document discusses compensation and performance management in organizations. It covers topics like the objectives of compensation, forms of pay including wages, salaries, incentives, benefits and services. It discusses factors that influence compensation and the views of different stakeholders like employees, managers, society and stockholders. It also covers principles of effective incentive schemes and prerequisites for payment systems. Overall, the document provides an overview of compensation practices and their role in motivating employees.
Managing change choosing a strategy
This document discusses various tools and strategies for managing organizational change, including Rosabeth Moss Kanter's "Ten Commandments for Executing Change", SWOT analysis, the change equation, process mapping, the RAID model, the PDSA cycle, seven steps for improvement, Gantt charts, responsibility matrices, and PRINCE2. It provides descriptions and examples of each tool to help organizations analyze their needs, create a shared vision, plan and implement changes, and monitor their progress.
Resistance to change - Organizational Change and Development - Manu Melwin Joy
Individual sources of resistance to change reside in basic human characteristics such as perceptions, personalities & needs.
Jack Welch: GE's Two Decade Of Transformation
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To get the copy of the ppt, send a request mail at mrudangpharma@gmail.com
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Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Harnessing WebAssembly for Real-time Stateless Streaming Pipelines
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
哪里办理(csu毕业证书)查尔斯特大学毕业证硕士学历原版一模一样
原版一模一样【微信：741003700 】【(csu毕业证书)查尔斯特大学毕业证硕士学历】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
International Conference on NLP, Artificial Intelligence, Machine Learning an...
International Conference on NLP, Artificial Intelligence, Machine Learning and Applications (NLAIM 2024) offers a premier global platform for exchanging insights and findings in the theory, methodology, and applications of NLP, Artificial Intelligence, Machine Learning, and their applications. The conference seeks substantial contributions across all key domains of NLP, Artificial Intelligence, Machine Learning, and their practical applications, aiming to foster both theoretical advancements and real-world implementations. With a focus on facilitating collaboration between researchers and practitioners from academia and industry, the conference serves as a nexus for sharing the latest developments in the field.
The Python for beginners. This is an advance computer language.
Python language is very important language at this time. we can easily understand this language by these notes.
Comparative analysis between traditional aquaponics and reconstructed aquapon...
The aquaponic system of planting is a method that does not require soil usage. It is a method that only needs water, fish, lava rocks (a substitute for soil), and plants. Aquaponic systems are sustainable and environmentally friendly. Its use not only helps to plant in small spaces but also helps reduce artificial chemical use and minimizes excess water use, as aquaponics consumes 90% less water than soil-based gardening. The study applied a descriptive and experimental design to assess and compare conventional and reconstructed aquaponic methods for reproducing tomatoes. The researchers created an observation checklist to determine the significant factors of the study. The study aims to determine the significant difference between traditional aquaponics and reconstructed aquaponics systems propagating tomatoes in terms of height, weight, girth, and number of fruits. The reconstructed aquaponics system’s higher growth yield results in a much more nourished crop than the traditional aquaponics system. It is superior in its number of fruits, height, weight, and girth measurement. Moreover, the reconstructed aquaponics system is proven to eliminate all the hindrances present in the traditional aquaponics system, which are overcrowding of fish, algae growth, pest problems, contaminated water, and dead fish.
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECT
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
Modelagem de um CSTR com reação endotermica.pdf
Modelagem em função de transferencia. CSTR não-linear.
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
imaging, emphasizing addressing false positives and resource efficiency.
IEEE Aerospace and Electronic Systems Society as a Graduate Student Member
IEEE Aerospace and Electronic Systems Society as a Graduate Student Member
Recycled Concrete Aggregate in Construction Part II
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 02 The Building.pdf
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 02 The Building
Casting-Defect-inSlab continuous casting.pdf
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Unit-III-ELECTROCHEMICAL STORAGE DEVICES.ppt
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Fuel Cells: Introduction- importance and classification of fuel cells - description, principle, components, applications of fuel cells: H2-O2 fuel cell, alkaline fuel cell, molten carbonate fuel cell and direct methanol fuel cells.
Recycled Concrete Aggregate in Construction Part III
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
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Embedded machine learning-based road conditions and driving behavior monitoring
Embedded machine learning-based road conditions and driving behavior monitoring
Harnessing WebAssembly for Real-time Stateless Streaming Pipelines
Harnessing WebAssembly for Real-time Stateless Streaming Pipelines
International Conference on NLP, Artificial Intelligence, Machine Learning an...
International Conference on NLP, Artificial Intelligence, Machine Learning an...
The Python for beginners. This is an advance computer language.
The Python for beginners. This is an advance computer language.
Comparative analysis between traditional aquaponics and reconstructed aquapon...
Comparative analysis between traditional aquaponics and reconstructed aquapon...
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECT
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECT
Manufacturing Process of molasses based distillery ppt.pptx
Manufacturing Process of molasses based distillery ppt.pptx
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...
IEEE Aerospace and Electronic Systems Society as a Graduate Student Member
IEEE Aerospace and Electronic Systems Society as a Graduate Student Member
Recycled Concrete Aggregate in Construction Part II
Recycled Concrete Aggregate in Construction Part II
ML Based Model for NIDS MSc Updated Presentation.v2.pptx
ML Based Model for NIDS MSc Updated Presentation.v2.pptx
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 02 The Building.pdf
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 02 The Building.pdf
Recycled Concrete Aggregate in Construction Part III
Recycled Concrete Aggregate in Construction Part III
BPV-GUI-01-Guide-for-ASME-Review-Teams-(General)-10-10-2023.pdf
BPV-GUI-01-Guide-for-ASME-Review-Teams-(General)-10-10-2023.pdf
Organizational change management at General Electrics
- 1. ORGANIZATIONAL CHANGE MANAGEMENT AT GENERAL ELECTRICS Presented By – Supriyo Das (DM16A55)
- 2. GENERAL ELECTRICS Company overview – Formed in the year 1892 Is a multinational American technology and services conglomerate incorporated in New York Founded by Thomas Edison Headquarters are in Fairfield, Connecticut Chief Executive Officer and Chairman is Jeff Immelt (2001 – till date) Has more than 300,000 employees in more than 140 countries
- 3. CHANGE MANAGEMENT AT GENERAL ELECTRICS • Jack Welch in the year 1981 inherited the top position of a company that had a worth of mere $12 billion • By the time he left the company in the year 1998, revenues of GE were valued at $129 Billion. What changed ? Jack Walch
- 4. IMPLEMENTING SIX SIGMA APPROACH • In the year 1995, Implemented lean six sigma methodology for manufacturing and service processes • Target was to meet or reach a level of 3.4 defects per million operations within any process • Five years after Welch’s decision to implement Six Sigma, GE had saved a mind-blowing $10 billion. • By assembling the right team and ingraining them with the right management philosophies, Welch successfully oversaw the transformation of GE from a relatively strong company to a true international player
- 5. BEFORE IMPLEMENTATION • Before the 6 sigma, operations were carried out between 3-4 sigma • The company realized that employees were an important source of intellectual power for new and creative ideas. • The program has set four major goals – • Build Trust • Empower employees • Eliminate unnecessary work • Create a new paradigm for GE
- 6. OUTCOMES OF SIX SIGMA IMPLEMENTATION • Implemented six sigma for 200 projects initially • By 1997, statistical process control was used in 6000 GE projects and training sessions. • $320 million reported in benefits from six sigma implementation in 1998 • Revenues rose to $100 Billion, up by 11% • Earnings per share grew to $2.80, up to 14% • Operating margin had set a record by showing an increase of 16.7 % 11% 14% 13% 16.70% REVENUES EARNINGS PER SHARE PROFITS OPERATING MARGINS RESULTS ACHIEVED OVER THE FIRST TWO YEARS (1996-1998) Source – Six Sigma implementation at General electrics (Case Study)
- 7. THANK YOU