Jack Welch and the GE Way
When Jack Welch was named CEO of General Electric, Welch saw a company in trouble even though the business world saw GE as an intrinsically healthy corporation, secure in its position as a world industrial leader. Welch knew that the company was too large to fail yet GE was too unwieldy to adapt for further growth. The changes he instituted restructured and revolutionized GE and made Welch the most respected CEO in business today. After reading the book there were three parts that really stood out for me.
Chapter 3: Cultivate managers who share your vision was the most important chapter to me. It talks about putting the right managers in the right positions. Welch says, “What we are looking for…are leaders… who can energize, excite, and control rather than enervate, depress, and control” (p. 35). Managers in a company should bursting with energy and are able to develop and implement a vision and not just talk about those visions. They must also know how to spread enthusiasm throughout the entire company. One of the keys to being a great business leader is getting employees excited about their work. One of the ways to get employees excited about their work is to allow employees more freedom and responsibility then they have now. In order to make this happen, middle managers have to be team members and coaches. They need to facilitate more than control. Managers should be energizers and not enervators. Welch suggests that the only way to last at GE is to get on board, to become a team player, and to adapt oneself to the company’s values and culture when describing the different types of managers that will or will not succeed. The first type of manager delivers on commitments and shares the company’s values. The second type does not meet commitments and does not share the company’s values. The third type misses commitments but does share the company’s values. Welch himself cares more that a manager sticks to the company’s values than meets the numbers. The fourth type delivers on the commitments but does not subscribe to the company’s values. Welch broke these managers into three categories, type A, type B, and type C managers. Type A managers were defined as team players that subscribe to the company’s values. People trust them; they make impacts on decisions, and are leaders who seek to develop high value in other...
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...h targets” (p. 170).
Welch emphasizes that one should not settle for second best when you are able to achieve more. When you reach for the stars, you may fail but stretching yourself and stretching your business you are going to bring better performance results to your business. He also says to be creative, more imaginative, and more thoughtful about your business. The more you think about how to get more out of your business, the higher your stretch targets and the better off your are going to be.
I think that all employers and manager should encourage their employees to reach for the stars. This will help employees realize what they are capable of doing. Managers need to help employees realize and make goals along with making sure that they meet their goals.
I believe that Jack Welch and the GE Way is a great tool for any manager. He Welch helped turn a great company into an even greater company. Many of his ideas can be used in the workplace and in everyday life. His ideas are not complex or complicated to understand. It will just take time to incorporate them into your life or business. When you do, you will realize that even you life or business can be better.
Jim’s experiences illustrate several key takeaways and lessons for general managers. A few of the most important are a CIO must focus on developing and sustaining relationships with other business leaders. Additionally, while CIO’s are expected to be tech-savvy, they must also have a mind for the business aspect of a corporation. Finally, probably the most important takeaway from this book is that one should always “know what they don’t know,” meaning a manager must realize there are some subjects they know, and some they do not know. A successful manager will be keenly aware of the subjects they do not know.
In her essay, “A Defense of Abortion,” Judith Jarvis Thompson outlines the most common arguments that people defend, and explains her views regarding each of these. She shares numerous examples and situations that she believes will support her views. One of her most prominent arguments is that of whether or not a fetus has moral standing as a “person.” She highlights the so called “battle” between an innocent life, the fetus, and the bodily rights of the mother. Within this argument, Judith outlines for us several situations which can provide people with a different outlook regarding abortion. Throughout Judith’s essay, she does not truly give a clear stance, but rather allows her readers to choose for themselves.
Buffet’s essay primarily discusses the declines his textile company had over the years due to lack of demand and how it eventually had to be closed down because of a drop in profits. He first supports his claim that lack of demand will cause failure when he argues that even when his company had well qualified and successful employees in management, it still was not enough to be successful in terms of economic revenue. He states, “When an industry’s underlying economics are crumbling, talented management may slow the rate of decline. Eventually, though, eroding fundamentals will overwhelm managerial brilliance” (56). Buffet argues that good management won’t save a company from going under, it can only slow the process of decline in that compan...
Don Marquis is a philosopher arguing that any form of abortion is immoral. His original thesis states: In the overwhelming majority of cases, deliberate abortions are seriously immoral. He begins by stating why killing is wrong in three statements. He states, “killing is wrong because it brutalizes the killer, it is a loss to others, and it robs the victim of all the experiences, activities, projects, and enjoyments that would otherwise have constituted one’s future” (68). The first two statements do not address the fetus, but the last statement is very arguable, so Marquis emphasizes his argument on this premise. Depriving anybody of their future has many consequences. Some parts of a person’s future are valued now and some parts could be valued later. Therefore, it is wrong to kill any adult human because it is a loss of future (which has value). He addresses the questions of personhood by stating that fetuses have the potential to be humans. Therefore, killing a fetus is depriving the fetus of having a
In my opinion Marquis ' argument for why abortion is morally wrong has a couple of flaws, it’s biased towards the fetus and makes some unreasonable assumptions. Specifically, Marquis account of why killing adult human is wrong can potentially lead to some controversial conclusions. Marquis also doesn 't consider any consequences on the lives of the potential parents of the fetus. Due to the nature of the topic of abortion, it really only applies to women who are thinking of getting an abortion, and as such, we can 't make the standard assumptions that we will have with normal fetuses. In this essay I will explain Marquis ' argument, and try to show that his argument cannot conclude that abortion is morally wrong.
Many do not like to talk about their age and their aging process, because to some, chronological aging has much more meaning than just the number of years that they have lived (Hooyman et al., 2015). Age really is just a number. There are centenarians and super-centenarians, like Flossie Dickey, who are still going strong at and living their daily lives with minimal restrictions (Hooyman et al., 2015), and people who struggle at the age of 80, it is all about aging successfully (Hooyman et al., 2015). What it means to age in society is a constantly changing concept, and now that the baby-boomers are starting to reach their older adult stages, maximum life spans are continuing to rise (Hooyman et al., 2015), and we see more centenarians and super-centenarians and skipped generation households (Hooyman et al.,
The book mainly talks about the protagonist, Alex, his superiors and his team along with his management Guru, Jonah, who changes the whole perspective of Alex’s life with his simple messages, opens Alex to brand new world of bottlenecks, variability, etc. and their effects in the working of any manufacturing firm.
I personally found this book to be an excellent read, and while I haven’t read to many business management books. I can feel safe to say that I think this one does an excellent job in conveying key management principals for today’s workplace. It also appealed to me due to my fascination with the way in which our military operates. I believe he did a great job of staying clear of getting too detailed in either is leadership model and military jargon. I would recommend this book to anyone who feels intimidated by management books that read more like a textbook, who want to learn but also enjoy the reading too.
Wren. (2005). The History of Management Thought (5th ed.). Danvers, MA: Wiley & Sons. (Original work published 1976)
The tragedy of old age is not the fact that each of us must grow old and die, but that the process of doing so has been made unnecessarily and at times excruciatingly painful, humiliating, debilitating and isolating through insensitivity, ignorance, and poverty (p. 2-3).
We only get 24hrs in a day so that’s 168hrs in a week. You attend college full time which consist of 12-15 credits can go up to as much as 18 credits. At Nassau Community College a typical 3 credit course meets 2 days a week for an hour and fifteen minutes each day. If you take a course worth 4 credits that consist of having both lecture/lab section, then in addition to those 2 days you add on a third day. This third day all though only one credit extra may be 2 hours and 45 minutes. So let’s assume your take 13 credits in a semester which is 4
The assigned readings and class forums all discus different theories on aging. The authors of the text delve into the different theories while the class discussions give insight into why those theories may be inaccurate. This is why we need to develop an account on aging that is more general and not limited to a particular time and place.
Robbins, Stephen P., David A. DeCenzo, and Mary K. Coulter. Fundamentals of Management: Essential Concepts and Applications. 7th ed. Upper Saddle River, NJ:
After graduating from college, Welch found himself working as a chemical engineer at GE in 1960. In 1981, he became the company’s youngest CEO. His approach to his position as a CEO was about creating personal and meaningful relationship. He met with the employees and the customers, talking with them to create a positive atmosphere.
Although most companies have different strategic goals to achieve; they need to make sure that not only are the goals of the company are followed through, but the performance of each individual employee is recognized. The company also has to ensure their supervisors are willing to push their subordinates to their fullest potential in whatever their career goals may be.