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General Electric, 2007.
An analysis of the success of General Electric's corporate culture and operating paradigm.
2,106 words (approx. 8.4 pages), 7 sources, APA, $ 66.95
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Abstract
This paper examines the corporate culture and the operating paradigm at General Electric (GE) that has allowed it to become the industry leading best practices benchmark across a number of industries. In particular, this paper examines Six Sigma as an integral part of GE's legendary success and a vital component of its executive training and development program.
Table of Contents:
Abstract
Overview
General Electric (GE)
Corporate Culture of Quality
Managerial Processes at GE
Top Executive Production
A Culture of Training and Development
GE's Training and Development Model
Conclusion
From the Paper
"These programs have proven very efficient at elevating GE's overall service quality metrics and this improvement is reflected in its ROI which is apparent through sales results by industry, division, and department where consolidated revenue rose from just over $134b in 2004 to more than $150b in 2005 (GE, 2005). For GE, it achieves remarkable growth results even from established businesses no longer thought of as growth industries because of its constant re-emphasis on service quality as a way to improve margins. This market success across all its core industries is directly attributable to its operating model based on Six Sigma as well as its corporate culture which emphasizes quality, performance, accountability, and, above all, metrics in every managerial role and position."
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The General Electric Company, 2005.
This paper reviews the history of the General Electric Company and analyzes its current financial status as of the first quarter of 2005.
3,820 words (approx. 15.3 pages), 7 sources, APA, $ 104.95
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Abstract
This paper examines the timeline of growth of General Electric from the year of its conception to the present day; in 2005, GE reorganized its 11 businesses into six industry-focused businesses: GE Infrastructure, GE Industrial, GE Commercial Financial Services, GE NBC Universal, GE Healthcare and GE Consumer Finance. The author analyzes the first quarter 2005 earnings in terms of changes in earnings per share of the organization, revenue and operating margins and factors underlying the financial performance of the major subsidiaries using GE's Annual Earnings, Quarter Earnings, Balance Sheets and Cash Flow statements. The paper relates that orders grew for major equipment and services, which bodes well for performance in the coming months; management expects 2Q revenue to be up 10%, with profit growth of 15%, implying an operating margin of 21.7%. Charts.
Table of Contents
Quick Facts
Top Competitors
Rankings
Key People
Growth -Present Day
Structure and Divisions
Financial Comparison and Forecasted Data 2003-2006
Annual Income Statement
Quarterly Income Statement
1st Quarter of 2005 Analysis
Earnings
Revenues
Cash
Quarter Highlights
Transportation
Energy
Consumer Finance
Commercial Finance
Healthcare
NBCU
Advanced Materials
Infrastructure
Insurance
Consumer and Industrial
Equipment and Other Services
Definitions
From the Paper
"In 1876,Thomas Alva Edison, inventor of such groundbreaking technologies as the incandescent electric light bulb and jet engine, opened a new laboratory in Menlo Park, New Jersey. This new and better-equipped laboratory was the birthplace of his most famous invention- the incandescent electric lamp. By the year 1890 he had organized his various businesses into the Edison General Electric Company. However, with the expansion of its businesses it became increasingly clear that it was not feasible for the company to produce complete electrical installations relying solely on its own technology. Hence, in 1892, Edison General Electric Company merged with the Thomson-Houston Company (which was infact a conglomeration of many competitors of GE) and they combined to form the General Electric Company with its headquarters in Schenectady, New York, which became the largest electrical company in American industry."
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General Electric Corporation, 2004.
An overview of some of the major leadership principles of the General Electric Corporation.
817 words (approx. 3.3 pages), 5 sources, MLA, $ 29.95
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Abstract
This paper discusses the General Electric Corporation (GE), which experienced a long reformation procedure starting in the early 1980s under the management of their Chief Executive Officer (CEO), John F. Welch. It looks at some of the major leadership principles explained by Welch all through these transformations and analyzes how they can serve as a model for other leaders.
Outline
Introduction
Concentrated Growth
Market and Product Development
Innovation and Strategic Alliances
From the Paper
"Welch was certain that inflation would turn out to be out of control in the 1980s leading to slower international growth. He said, "There will be no room for the mediocre supplier of products and services - the company in the middle of the pack. The winners in this slow-growth environment will be those who search out and participate in the real growth industries and insist upon being number one or number two in every business they are in - the number one or two leanest, lowest-cost, worldwide producers of quality goods and services or those who have a clear technological edge, a clear advantage in a market niche" (Slater, 1994)."
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General Electric, 2005.
A corporate analysis of one of the most influential American businesses of the modern era, General Electric.
1,025 words (approx. 4.1 pages), 2 sources, MLA, $ 36.95
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Abstract
This paper discusses in detail the General Electric success story and gives examples of how and why it is one of the most successful stories of the modern economic format.
From the Paper
"General Electric once again has been named one of the best companies to work for in America. They have also recently been named America?s number one most admired company. The criteria for this designation was a survey of the company?s employees as well as an outlook from industry insiders and analysts. The company has been on a successful track to repeat their earlier feat of making this designation in 1999. So why do employees want to work for GE? ?According to 4000 business people Fortune surveyed late last year, no company in the nation demonstrates such enviable qualities better than General Electric ? putting GE atop our annual list of America?s Most Admired Companies for the fourth year in a row? (Diba and Munoz 1). "
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General Electric, 2004.
A discussion about the equity, cash flow, and notes analysis for the General Electric Company.
880 words (approx. 3.5 pages), 4 sources, MLA, $ 31.95
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Abstract
This paper analyzes the specific components of the statement of changes in owner?s equity and statements of cash flows from line items to balances in General Electric. The paper discusses the changes in those balances from the prior year, presents possible specific explanations for any changes from the previous year, and suggests how management can use that information in helping the business to achieve its goals.
From the Paper
"General Electric still stands tall in the public?s estimation and in its international reputation as a pioneer of Six Sigma management policies regarding internal quality control. (Six Sigma, 2004) According to its annual report, GE Share owners? equity increased $8.9 billion, $4.3 billion and $7.9 billion in 2002, 2001 and 2000. Thus, the performance of the General Electric company in sheer dollar terms continues to improve, not simply as a statistical blip between the current financial year and the financial year of the past, but steadily, and over time. The increases were largely attributable to net earnings of $14.1 billion, $13.7 billion and $12.7 billion. These increases were only partially offset by dividends declared of $7.3 billion, $6.6 billion and $5.6 billion in 2002, 2001 and 2000, respectively."
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General Electric Case Study, 2006.
This paper examines a case study of General Electric with regards to its thermocouple manufacturing division.
675 words (approx. 2.7 pages), 3 sources, $ 26.95
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Abstract
This document discusses a case study concerning General Electric's thermocouple manufacturing division and its need to implement a just in time manufacturing environment. Yet, an analysis of the case study also reveals a pervasive lack of strong management that has led to several entrenched systemic faults in its production, inventory, and workforce related functions.
From the Paper
"General Electric's (GE's) thermocouple manufacturing unit is considering a shift to just-in-time (JIT) manufacturing. After attending an impact conference several of this unit's executives have returned with the intent of configuring the thermocouple manufacturing facility to JIT oriented processes. However, there are numerous impediments that make implementing JIT both daunting and, in fact, impractical under the current circumstances. Chief among these issues are pure inefficiencies and an utter lack of quality in the following areas."
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General Electric vs Six Sigma & Advanced Radiology, 2006.
A total quality management comparison using the examples of General Electric,Six Sigma and Advanced Radiology.
1,800 words (approx. 7.2 pages), 3 sources, $ 71.95
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Abstract
This document introduces and compares two separate organizations where one employs a total quality management program and one does not. General Electric is used to illustrate a total quality management program, Six Sigma, and Advanced Radiology are used to illustrate a company that does not employ any type of total quality management program.
From the Paper
"Any organization in any line of business requires a quality management program or some sort of quality program that is instituted from executive management down to the lowest level employee. While each particular function within an organization requires quality processes modeled after its own unique requirements, these individual quality processes should be designed and established based on the principles of the overall quality management program. While there are many different quality management programs, such as: total quality management (TQM), kaizen based programs, and Six Sigma, one feature unique to all of them is that they are, and should be, part of the strategic DNA of an organization and an integral part of the strategic planning process."
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Change at General Electric, 2002.
A look at the changing management styles at General Electric.
1,150 words (approx. 4.6 pages), 5 sources, $ 44.95
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Abstract
This paper explores the transition in management styles at General Electric from Jack Welch to Jeff Immelt.
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Globalization and General Electric, 2002.
An overview of the issues caused by the globalization on the company General Electric with a focus on Hungary and India.
1,150 words (approx. 4.6 pages), 2 sources, $ 44.95
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Abstract
This paper will discuss the problems that are associated with General Electric in its moves abroad in global in cost cutting. By making the examples of Hungary and India available, we can assess the issues surrounding this problem.
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General Electric, 2002.
Six Sigma program program implementation at General Electric..
3,650 words (approx. 14.6 pages), 9 sources, $ 133.95
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Abstract
This paper analyzes the development and implementation of the Six Sigma program in General Electric corporations.
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General Electric, 2008.
This paper discusses a case study on General Electric and its previous CEO, Jack Welch.
1,503 words (approx. 6.0 pages), 6 sources, APA, $ 49.95
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Abstract
The paper's case study covers some of the strategic difficulties that Jack Welch faced when he first took the reigns of the General Electric company in the early 1980s. The paper then discusses the conference activity, looking at some industry trends in the global consumer goods industry; specifically some aspects relating to Wal-Mart and Kmart.
Outline:
Abstract
Overview
Challenges
Effectiveness
Conference Activity: Industry Trends
Industry Competitors
From the Paper
"General Electric (GE) is perhaps only comparable to several other companies in the world and certainly in the U.S. market. As Bartlett and Wozny note, GE is one of the few companies in the world that have such a long, storied history and a direct lineage to one of the most important people to the modern era, Thomas Edison who founded the company in 1878 (2005, p.1). Thus, for Welch, taking over such a large company with disparate operations and divisions spread across the globe was more than just an operational or logistical challenge, but a almost a political or a public service position because of the legacy of the company and its founder. However, Welch succeeded where others perhaps would not have because he chose to set aside the historical legacy that traditionally accompanied the CEO position of GE and concentrate solely on its market relevance and profitability."
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General Electric and Amersham, 2008.
A discussion of General Electric's acquisition of Amersham.
1,130 words (approx. 4.5 pages), 5 sources, APA, $ 39.95
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Abstract
This paper takes a look at the acquisition of Amersham by General Electric Corporation. It points out that Amersham is a major competitor in the healthcare industry and the acquisition was completed in 2004. The review is taken from the perspective of Amersham, the target enterprise. The paper also discusses an article that reviews Sarbanes-Oxley legislation and its effect on technology enterprise business culture.
Outline:
Target Overview
Amersham's Perspective
Acquisition Outcome
Conference Activity
Sarbanes-Oxley & Its Implications
Effect on E-Commerce
Sarbanes-Oxley Measures
From the Paper
"In the year prior to the completion of the acquisition of Amersham by GE, the company began to reassert itself within its market segments. To do this Amersham increased its research and development (R&D) expenditures by 18% and prepared to launch numerous new products in the two years following the acquisition (Amersham, 2004). This investment in future technologies and products is further evidence that Amersham not only viewed the combination of Amersham with GE as an overall positive but intended to capitalize on GE's wider market reach and accessibility to a greater variety of sub-markets. These moves indicate the company's executives were forward planning their corporate and business level strategies based on integration into GE Healthcare which is where Amersham would be situated. Additionally, because of efficiencies gained by being integrated into its new parent corporation, Amersham expected to be able to reduce its operating costs by as much as $100m without incurring substantial personnel layoffs and reductions (GE, 2004). These outcomes all affirm the astuteness of this acquisition and that Amersham itself recognized the strategic importance of combining with GE rather than competing directly against it which would have been unsustainable in the long-term."
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General Electric Business Policy and Strategy, 2002.
An examination of General Electric's (GE) business policy based on the ex-CEO Jack Welch?s autobiography ?Jack Straight from the Gut.?
1,985 words (approx. 7.9 pages), 5 sources, MLA, $ 63.95
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Abstract
A look at the business policies and strategies of GE that have made it into such a successful company, according to Welch. It examines their marketing policies, thier unique treatment of employees and its policies for employee diversity. The history of the company is briefly discussed and the manner in which the company managed its stocks to ensure its success in recent years.
From the Paper
"The historical success of General Electric is accounted in a very personal and real representation in Jack Welch?s autobiography ?Jack Straight from the Gut.? The substantial nature of the exponential growth of General Electric from the time that Jack Welsh assumed the role of CEO until his retiring in 2001 is astounding. As an example, in 1980, GE Credit had 10 businesses and 11 billion in assets and was based only in North America. By 1990 GE Credit had 21 businesses 70 billion in assets and was based in three countries and by the year 2001 GE Capital as it is now known has 24 businesses 370 billion in assets and does business in 48 countries. Jack Welch gives credit to the diversity of business and a philosophy of controlled risk that provided consistent growth. (Welch 250)"
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The New General Electric With Jeffrey R. Immelt, 2006.
The paper discusses major cultural changes introduced at General Electric by the new CEO Jeffrey R. Immelt.
1,340 words (approx. 5.4 pages), 7 sources, APA, $ 45.95
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Abstract
The paper discusses the appointment of Immelt as the CEO of GE and how he surprised many by his approach to the previous CEO's legacy and by his vision of the company future. The paper emphasizes that Immelt's cultural changes are at the heart of the new CEO's ideas for reinventing GE. The writer explains how the changes push GE employees to new limits, influencing group and social processes and reforming collective attitudes and behaviors. The paper concludes that Immelt lays the groundwork for GE's long-term success and he will be the first one to push himself and his company to be the best they can be.
From the Paper
"The analysis of changes introduced by Immelt and their effect on the dynamics of GE organizational culture can begin by discussing the layers of GE organizational culture prior to and after Immelt's arrival. According to Kreitner and Kinicki (2006), at more visible level, company culture represents observable artifacts that consist of physical manifestations of an organization's culture and include acronyms, manners of dress, awards, myths and stories told about organization, observable rituals and ceremonies, etc. "
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General Electric, 1998.
Examines the strategic placement of General Electric now & in the future by analyzing strengths, weaknesses, opportunities and threats.
1,575 words (approx. 6.3 pages), 6 sources, $ 55.95
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From the Paper
"General Electric
1. Description
General Electric's growth strategy is based on developing businesses -- from TV broadcasting to jet engines and power plants -- that are some of the most vital markets of this century. Located in Fairfield, Connecticut, it is the fifth-largest US company and has a market value of more than $160 billion, making it the most valuable (1997 Annual Report).
Its products include: aircraft engines, electronic appliances, kitchen and laundry equipment, industrial products and systems, lighting, electrical distribution, and control equipment, plastics, silicones, laminates, and abrasives (1997 Annual Report).
GE Capital Services (GECS) provides consumer and specialized.."
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