Change in the management of an organization automatically triggers change in how tasks are carried out in the organization. This is because different managers exhibit different leadership styles and have varied preferences as to how tasks should be done. However, for G.E India, change in management brought more than just change in how tasks are performed in the organization. The appointment of John Flannery the helm of leadership in G.E India, as the president and C.E.O, marked the beginning of a fundamental change in the company's organization structure. Until his appointment, G.E India, just like other multinational corporation subsidiaries, had a matrix organizational structure (Ganguly, 2012). In the matrix organizational structure, the local business heads would report directly to the heads at the headquarters in Fairfield, who were at the same level as the country heads. However, John Flannery brought about a new structure that had not been previously used by G.E globally. In this new organizational structure, the matrix structure was done away with, ...
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....E Electric Company.
In conclusion, change is a very crucial element of any competitive organization that seeks to improve its operations and increase profitability. Managing change is an equally important process which ought to be done with due care and moderation. Organizations should, therefore, be keen on embracing new ways that would improve their structures and incorporate better ideas in carrying out certain tasks. This is the best way to make their going concern certain.
Evison, Anne. "Lewin's Change Management Model." N.p., 2014. Web. 14 Feb. 2014.
Ganguly, Dibeyendu. "Matrix Evolutions: How GE Underwent a Fundamental Change in Its Organizational and Matrix Structure." The Economic times. N.p., 17 Feb. 2012. Web. 14 Feb. 2014.
Lawrence, Paul R. "How to Deal With Resistance to Change." Havard Business Review. N.p., Jan. 1969. Web. 14 Feb. 2014.
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