GEs Talent Machine: The Making of a CEO | Analysis

GEs Talent Machine: The Making of a CEO | Analysis This assignment will critically evaluate BARLETT and MCLEAN GEs Talent Machine: The making of a CEO and Prokeschs How GE Teaches Teams to Lead. It will the lessons that can be learnt from General Electric (GE) and apply them to my organisation. GE is currently listed the 3rd largest business in the world (Adams, 2012), it is also ranked in the top 20 for other awards such as best company for leaders (Fig 1). GE operates globally in four areas: Technology Infrastructure, Energy, Capital Finance and Consumer Industrials. To understand GE a S.W.O.T analysis was undertaken (Fig 2), Stewart, Fletcher Barrett (SFB) is a small Nuneaton based business. Originally a firm of accountants, they now provide business services in Wealth Management, Human Resources and Marketing. With recent growth they now are opening a third office in Coventry. GEs Talent Machine: The making of a CEO Literature Review GE has always excelled over its competition, one is their ability to develop and uphold quality managers. Forbes showed that GE is the worlds best companies for leaders beating the likes of IBM and Microsoft. (Anonymous, 2012 ). What led GE to produce talented leaders was the emphasis they forced into developing quality leaders. GE has appointed twelve CEOs since Edison and many of them have contributed to management development which has helped GE to successfully maintain its growth in revenue and profit. Coffin, who succeeded Edison, devoted 20 years to creating a meritocracy within the organisation to reward employees promotions based on performance. In 2003, Coffin was named The Greatest CEO of all time by Fortune magazine (Collins, 2003). This went onto become the foundation of GE which went on to make GE a CEO factory. When Cordiner came into power, he thought it was best to decentralise GE, this increased the company management efficiency. Reg Jones increased the development of managers by strategic planning to a more formal structured approach, this served as an upgrade to Session C and the EMS reviews. When Welch took charge introduced the Work Out initiative which saw employees (over 200,000) meet for three days to discuss how their individual area of work could be made more efficient. Analysis The main reason for GEs constant business success is they use human capital as a competitive advantage, this combined with continues improvements in the training and development of staff created a culture for success. GE maintain being a revolutionary organisation; by hiring from within GE and always looking out for new management talent. The following points were analysed: Human Resource Management for Growth GE had devoted to a HRM Strategy by implementing new procedures and policies. This enabled them to uphold a healthy and vital pool of new managers. Butler (1988/89) identified this as a HR-driven model (Fig 4) which identifies HR as being the driving force to achieve business targets. Coffin who created a meritocracy-based culture used a well defined succession management process which became part of the GE culture. This process put performing employees in lower management positions, in a variety of industries. This was seen as a more Holistic model (Fig 4), which Torrington, D et al (2008) described this being where people of the organisation are recognised people as the key to competitive advantage rather than just the way of implementing organisational strategy. This process gave individual a defined career path, and clear goals, which in turn intrinsically motivated them as they could see their progression within the company. This particular performance oriented culture was extremely tough to uphold and apply in each business; however it shows the commitment GE has towards their human capital. Immelt concurred this by saying Unless you are really dedicated to a whole system, it doesnt work. (Barlett, C and McLean, N, 2006). Communication Even due to GEs size it could maintain uninterrupted communication with managers; this was helped by their clear structure that Cordiner had implemented. Immelt added additional channels of communication, such as conference calls and forums. This allowed employees from different industries around the world connect with ease. Recommendations The Vitality Curve The vitality curve is a rankings-based system and is now considered by GE employees to be apart of the companys meritocracy based culture. This is controversial to outsiders and complicated, relying on faultless incorporation of employee feedback, training and coaching. GE lost employees from the 70% range (Fig 3) to other companies such as the BankAmerica who had successfully recruited over 90 GE employees. Making the rankings more flexible would allow B Players to feel valued thus reducing de-motivation and increasing output. Immelt should consider expanding the top level or introducing an additional band of classification so that A Players are differentiated from B Players. GE should also consider a system of reward to all individuals achievement of the business; this will make majority of employees feel more rewarded for their efforts and also increase retention. Recruitment Immelt should focus on more international recruitment targeting the likes of Europe and Asia. Since 40% of GEs revenues are generated offshore this would also reduce the companys dependence in American for talent. GE can attract candidates by offering graduate programmes. GE previously had problems with MBA turnover in previous years, and similar issues offshore can be avoided if GE emphasising on its reputation as develop management talent. This would bring positive diversity to the business. Cameron K, 2011, states there are three types of positive outcomes; intergroup equality, positive intergroup relations and positive group outcomes. Executive Brands Having seven executive bands causes employees, particularly in international locations, to believe that promotional opportunities were limited. In business cultures such as India, status is highly valued. To them this would be a psychological reward, this is a process that reinforces behaviour something that, when offered, causes a behaviour to increase in intensity (Wilson, T. 2003). GEs should think consider adapting to provide employees with psychological reward and also acknowledgment in these areas of cultural variation. What has been learnt? GE has pioneered the business world and human resource methods. For GE to survive it must uphold its flexibility. GE recruiting and human resource approach needs updating as it has been the same for many years and hasnt evolved with the times. The change GE has gone through has been successful and unsuccessful in the following ways: Meritocracy GE staffs are still motivated intrinsically by results, goal setting and promotions, due to employees having common goals it caused a team working environment. Tuckman describes this stage as the performance stage, this is described as when the team share pride in what they are doing, they focus on the objectives and enormous energy occurs in completing the task. (Clayton, M, 2009) The vitality curve This is apart of the GE culture and Welch decided the best way to retain the staff that were leaving GE (the 70%) was to support people to strive to be in the top 20%; he did this by adding motivating factors which include aspects of the working environment such as rewards, training and also praise, supervisory practices. (Herzberg F, Mausner. B, 1993) Recruiting GE has always relied on internal talent to fill positions. Immelt recently hired externally when an internal candidate could not be found, hopefully this shift will open up GE to a much wider variety of talent which can have a positive effect on GE. Research by OReilly, Chatman Caldwell (1991) shows that new hires whose values fit well with the values of the organization and culture tend to adjust more quickly, feel more satisfied, and remain with the organization longer, this causes satisfaction increases, turnover is reduced and people are more productive. Communication Without effective communication on all levels GE would not be able to implement the changes it has go through such as reducing to seven executive bands and also implementing new business strategies. Immelt understood how vital effective communication was to the growth of the company in a global marketplace, and how it kept employees connected without geographic boundaries; this gave employees high levels of involvement with their jobs, made them more accessible and also made communication more effective. Executive Bands GE was going through a lean journey this is described as maximizing customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources (Beker, I. 2011). Reducing the 29 PLs was vital in saving money the cost saving opportunity was somewhere between $7 billion and $10 billion (www.pqa.net). The impact it had on the hierarchy resulted in their being less promotional opportunities which then effected the India as they were accustomed to promotions and the emphasis on job titles. This lean journey caused a lot of change which can distress employees; However Welch backed the Six Sigma program up with a strong rewards system to show his commitment to it which attracted GE employees attention. Conclusion For over a decade GE has led the industry, not only as a successful profitable organisation but also as an innovator. In this time, GE has shown its self to be flexible in identifying business opportunities (such as acquisitions) but also with a strong human resource dedication. By being the leader in innovation, GE isnt able to look at its competitors for guidance they must solve potential issues head on and alone. As the market is an ever changing environment they must continue to develop their staff and improve from within looking at gaps and development in its Human capital. How GE teaches teams to lead Literature Review In September 2006 GE launched Leadership, Innovation and Growth (LIG) program which ran for the next two years, the purpose of LIG was to make innovation and growth apart of GEs culture as Six Sigma had been under Jack Welch. Prokesch underpinned five principles that made the LIG at GE successful. (Fig 5) The following shows what the management team at GE Power went through at LIG training. Before attending the LIG, they were asked to assess three areas, they would updated their 3 year strategy, it would conduct a 360 review on its growth values and finally it they assessed creating innovative There scores were collated and given back to the managers at the intervals. The first step in training was to identify barriers, these included things such as identifying the levels of risk taking, idea support, involvement, conflict and debate. These barriers were discussed during intervals throughout the 4 days. In the first interval the team learnt their actual team scores for the 360 degree review of their growth values. This automatically made them reassess almost every part of their business. This also triggered the team to ask questions such as Were not as good at anticipating major trends as we ought to be and Is solar a good place to be? This time to reflect then generated insights in to their business Does GE not understand Government Policies This constant evaluation became an ongoing occurrence after each internal with the mangers constantly adapting and evolving their thought process. Analysis Transformational leadership is, according to Northouse, a process that changes and  transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals and includes assessing followers motives, satisfying their needs, and treating them as full human beings. A transformational leader stimulates the followers by setting challenging goals and offering them support and motivates them to share the same vision and goals as the company (Bass and Riggio, 2006,). This was shown when the mangers were shown their scores and they had to reassess this motivated them as they asked themselves questions such as Were not as good at anticipating major trends as we ought to be. Northouse, 2007 suggests The Transformational Leadership Model only exists when these 4 factors are present: Factor 1: Idealised influence. This reveals the importance for high standards of morality and strong ethical conduct among leaders (Northouse, 2007). This concept is about leading by example. LIG did not present concepts related this, Instead, leaders and their departments were heavily monitored for demonstrating these behaviours prior to attending the training (Prokesch, 2009). The screening included variables that measured the leaders skill to grasp conflict, empower group members to try new approaches with their work, encouraging open communication and trust, and challenging group members in their work. Factor 2: Inspirational Motivation Here leaders inspire and motivating individuals through words and actions of encouragement (Northouse, 2007). The leaders learned the value for creating excitement and building loyalty and commitment among group members through individual attention. The training specifically included consideration for empowering and encouraging employees to experiment and develop new skills. Factor 3: Intellectual Stimulation Here leaders ability to motivate followers and the leader to challenge their values. LIG encouraged leaders to develop relationships and encourage honest conversations (Prokesch,2009). Trust and openness were valued traits presented to leaders in the training which were consistently measured over time. Factor 4: Individualized Consideration The LIG course encouraged leaders in specific departments to consider relationships among its followers; it also looked how leadership is provided to followers across a period of change. Fundamentally, transformational leadership focuses on the ever-changing relationships between leaders and followers (Northouse, 2007). The training also encouraged leaders to assist followers to become leaders in their own respective industry. Conclusion GEs alignment with the factors in the model suggested that many effective features existed in the LIG leadership-training course. The Transformational Leadership Model used in this study suggested that the combination of the four factors resulted in performance beyond expectations. The findings determine that the organization encouraged and trained leaders to demonstrate and use behaviours, tools, and techniques proven to be effective in leadership. Northouse (2007) presented substantial evidence in transformational leadership that had found the transformational leadership factors to be effective elements in leadership. This also meant that performance was seen by way of satisfaction and motivation among subordinates. The findings suggest that the LIG training course offered to leaders at GE effectively trains leaders I encouraging performance among group members.

My Dream, My Future

My Dream, My Future Do you pay attention in how fast time goes by? Before we realize, time has passed by and all the dreams we had for our future have not yet come true. The reason is because our dreams are just dreams and haven’t yet become goals. Life is no Nintendo game. You live only once. Therefore, we must fulfill those precious one called Dream during the rest of our short Life. As for me, I have my own dreams too. If you ask me this in my childhood, I would say: â€Å"I want to be a teacher†¦ I want to be an actor†¦ and so on†¦Ã¢â‚¬ .But if you ask me now, I will tell you I have three major dreams. First, I want to graduate this school with the Best grades ever! So, my parents can be proud of me. Second, I want my life to be colorful and beatific. Enjoying life doesn't waste money, we should use many to do some significative things. For instance, we can contribute our money to help the poor and homeless children, we can travel to somewhere to see the n ature scene, we can buy book or collect your interested things to enrich our life, we also can have time to play with your family.Third, I want to travel all around the world. I have always been curious about other cultures and the differences between people in other countries. It would be amazing to travel the whole world. Just realize that you are Riding an Elephant which is the Biggest terricole being, or standing on the Highest spot of magical Pyramids in Egypt, or maybe wandering Deep in the sea and seeing unidentified creatures.Furthermore I would love to bungee jump or swim with sharks, experiencing life to the limits. In the future I may have new dreams, but the first goal I have to achieve is getting my diploma. This is one of the keys to accomplish my other goals and dreams. After becoming a professional, I want to start a family, one lovely wife and maybe three children’s and have one beautiful cozy home to raise my kids and grow old with the people I love the most . I hope to achieve†¦ Written by: B. Davaasuren

Kot Task 1

Running Head: Active Leadership 1 Active Leadership in The Interdisciplinary Team KOT 1 Task 1 November 18, 2012 Running Head: Active Leadership 2 Leadership Strategies It is a fact that in order to produce a favorable client outcome, we seek guidance from our leaders. There are times when a nurse assumes a leadership role while not formally possessing that title. Two strategies for a nurse on an interdisciplinary team to exhibit are assuming a leadership attitude and acting as a mentor. Assuming a leadership attitude involves effective communication.To gain respect in an interdisciplinary group, one must give it as well. Feedback should be encouraged to allow fellow members to feel connected to the group. Leadership attitude involves setting the tone for teamwork to evolve. Respecting and valuing other team member’s opinions impacts their contribution to the goal at hand. When problems arise, it is essential that interdisciplinary groups work as a unit. Team members respect t hose individuals that exhibit a sense of mentorship. Mentors play an important role as they contribute both knowledge and experience.Mentors serve as good resources when issues and concerns need to be addressed. Running Head: Active Leadership Active Involvement 3 Clients benefit when interdisciplinary teams interact. Nurses must be actively involved to ensure that specific goals are met. In patient care, there are many types of staff involved. Every team member plays a vital role and must be respected. A nurse’s role in the plan of care is important. The nurse presents data like lab work, diagnostic tests and nursing assessments. This information is important in acquiring a common goal.Contributing Position Nurses often find themselves in a position where they can actively contribute in an interdisciplinary team. Two ways they can contribute are as patient advocates and educators. There are times when nurses may enlighten other team members to specific items such as lab work and diagnostic tests. A good example of patient advocacy is during a surgical procedure. While a client is under general anesthesia, the nurse serves as the clients advocate and care giver because they cannot fend for themselves.These contributions are vital in adding to the plan of care formulated by the interdisciplinary group. Running Head: Active Leadership 4 Culture of Safety Unfortunately, mistakes in healthcare can and will continue to occur. Healthcare providers may obtain a level of reduction in mistakes by contributing to a â€Å"culture of safety†, as indicated by J. Roughton (July 02, 2008). There are many examples of the idea of promoting a safetyinfluenced environment in a healthcare setting. One example comes to mind while considering the four characteristics of a culture of safety as indicated by A. Frankel and M.Leonard (2011). During a surgical procedure an operating room attendant notices that a sharps container is full. His job description does not entail the disposal of sharps. He decides that the issueat-hand must be addressed. He knows that because of active leadership, there is an air of comfort in expressing his concerns. Fear is reduced as his concerns are received openly and respectfully because of the psychological safety. Recourse is eliminated, as fairness is present in the system. Because of transparency, other team members will utilize the information to improve the decision making process.Running Head: Active Leadership 5 References Frankel, A. MD, Principal, Pascal Metrics Inc. Institute for Healthcare Improvement. Lesson ! : The Power of speaking up. PS 106: Introduction to the Culture of Safety p. 4 (2011). Michael, L. MD, Principal, Clinical Group, Pascal Metrics Inc. Institute for Healthcare Improvement. Lesson ! : The Power of speaking up. PS 106: Introduction to the Culture of Safety p. 4 (2011). Roughton, J (July 2, 2008). Characteristics of a Culture of Safety [web blog]. Retrieved from http://www. emeetingplac e. com/safetyblog/2008/07/02

Sustainable Development and Globalization Are Two Popular...

Sustainable development is a pattern of resource use that aims to meet human needs while preserving the environment so that these needs can be met not only in the present, but also for future generations. [pic] A representation of sustainability showing how both economy and society are constrained by environmental limits [pic] Scheme of sustainable development: at the confluence of three constituent parts â€Å"Let’s see the three overlapping circles: one representing environmental needs, one representing economic needs, and one representing community social needs. The area where the circles overlap is the area of sustainability, the area of livability – the area where all the threads of quality of life come together. If we are to†¦show more content†¦ENVIRONMENTAL PROTECTION ORGANIZATIONS EPA The United States Environmental Protection Agency, and a significant resource. Greenpeace The most well known environmental protection group, with a substantial range of campaigns. Greenpeace International Encourage sustainable trade The World Trade Organisation (WTO) promotes free trade for the gain of private interests, over and above our health and the environment. It is fatally flawed and is moving the world in the wrong direction - away from peace, security and sustainability. By stalling on issues that are crucial to poorer countries, the WTO faces a crisis of legitimacy. 1. The WTO is secretive, non-transparent and undemocratic. Meetings are by invitation only, are hidden from public view and are closed to direct public input. 2. The WTO puts trade on the highest pedestal - before our health and the environment. This is because the WTO is driven by narrow corporate interests, like genetic engineering companies and the agri-business. These companies are behind the US attempt to use the WTO as a tool to force feed the world genetically engineered (GE) food. 3. 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