Welch Vison for GE Cassandra Brown MGT/312 – Organizational Behavior for Managers 9/21/2014 Francis Fletcher Abstract In 1981 when Reginald Jones promoted Jack Welch to take over the GE (General Electric) little did the business world know that a once prosperous company would turn in to one of the largest companies in the world today. Welch’s three step process; his vision, increased the company profits from 26.8 billion dollars in revenues to 130 billion dollars in revenues in his 20 years at GE. With his primary focus on control, Welch took on quality, performance, productivity, cost control and enhanced GE’s technology which increased the overall profits in a depressing economic condition. Welch Vison for GE Jack Welch started working for GE (General Electric) in 1960 as a chemical engineer, and in was GE’s youngest VP in 1972; until Reginald Jones saw Welch’s potential and his drive in 1981, when Jones promoted him to run GE. Welch had a vision to create the largest company in the world to transform it into the greatest company in the world.
However, Andrew Carnegie was no angel in the business world; however, he can be considered more of an “industrial statesman” because he worked his way to his position of wealth through hard work. Carnegie enhanced and modernized the American capitalist system by making the nation more productive and therefore stronger economically. Andrew Carnegie’s economic power helped build America to what it is today. At the age of twelve, he emigrated from Scotland to the United States; he worked from a young age at various types of jobs, saving money and investing his savings, and within twenty years he had a substantial annual income. This was when he decided to invest his time in the iron business and go into business for himself.
Eventually, he got frustrated with Jobs’s management with the Macintosh division because of the sluggish sales. Scully and Apple’s board stripped Jobs of all power in May of 1985. In September of that year, Jobs resigned (Isaacson 41). While he was gone, Jobs founded a new computer company, NeXT, and it was very Jobs-like. It was a sleek black cube packed with innovations.
The Buffalo Creek Flood killed many people in the February of 1972. After the flood, Pittston not only didn’t admit the responsibility, but also claimed it as a natural disaster, called it “an act of god,” and later on claimed and blamed that the Buffalo Mining Company was a separate division altogether and that Pittston couldn’t be responsible for its actions. Furthermore, since Pittston rushed to settle the survivors with only 4000 dollars for the survivors from the flood, the survivors are angry with that. So it triggered the survivors to look for a law firm that is Arnold & Porter, and to represent them and seek for justice. After the flood, many people lose everything, and they had no choice but to accept these offers because they couldn’t wait until the lawsuit to follow through, not even guarantee that they will be compensated or win lawsuits.
Just one month after alerting auditors to his findings, Lee was dismissed from his role as senior vice president of the financial division citing workforce reduction. Retaliation tactics such as this would surely discourage any future attempts by employees to speak out against Lehman executives on private or public platform. This perpetuating culture of fear and silence through tyrannical governance along with the incessant risk taking and greed of Lund and his cohorts would seal the century old organization’s doom. Question 3 The executives at Lehman’s played a monumental role in the demise of the organization. They failed to inspire a strong sense of leadership and ethical behavior.
Prior to the blast, the leaders of United Mine Workers Local 52 wrote to the governor, complaining of conditions in No. 5, so this information was public. Third, Scanlan, composed a strategy for the mine workers to strike until the recommendations are met. Finally, if all else fails, he could have simply shut down the ill-maintained mine; even though he had fear that he would be fired and that a more negligent inspector would replace
As illustrated in Out of this Furnace, proper operation of the blast furnaces was an impending life or death matter. Unfortunately, for the characters of Kracha’s best friend, Dubik, and Mike, their livelihood depended on the factory and the factory ultimately ended their life as well. “Dubik died two days after a blast furnace explosion blind and unconscious,” (pg.53). The explosion was later deemed an “accident”; however, Kracha explained, “In a larger sense, it was the result of greed, and part of the education of the American steel industry” (pg. 54).
John D. Rockefeller And The Standard Oil Company John Rockefeller was born to a very pious mother and a father of questionable morals and ethics. His legendary career began in America's gilded age, a period of unprecedented change. His unprecedented power and wealth prompted new laws that sought to end an era of dominance by so-called “robber barons”. Although he completely dominated his industry, oil and petroleum refining and products, by all but destroying his competition, he is also one of the greatest philanthropists the world has ever known. John Rockefeller’s 98-year life span began in New York in 1839.
Jack Hartnett, the president of Texas-based D.L. Rogers Corp. and most importantly home to the Sonic franchise is no doubt a very accomplished leader. As I have previously learned, there is a major difference between an effective and successful leader. I would describe Hartnett’s leadership style as a successful leader. With many years of record profits and multimillions in annual sales, the D.L.
Cambridge Consulting Group: Bob Anderson A Case Study by Ashwin Cherian September, 2011 SUMMARY Cambridge Consulting Group (CCG), a highly successful multi-national partnership firm operating in many parts of the world had made record profits in each of the three previous years. The success of the firm was attributed to client loyalty earned through its rich traditions, competence and team effort. While introspecting on his performance as the Managing Partner of the High Technology Group of CCG, Bob Anderson did a SWOT Analysis. While he felt satisfied with the performance of his group, his concern shifted to the reduction in the morale of his team members comprising a fellow partner, five vice presidents and fourteen associates, mainly on account of tight work schedules and reduced opportunities for career progression to the cadre of partner. There seemed to be hardly any interaction or social networking between the members of the team other than for executing work related projects.