Organizational Behaviour: a Look at Ge
Organizational Behavior: A look at General Electric
In the history of corporations few companies have demonstrated the staying power and tenacity as General Electric (GE.). Of the companies that originally appeared when the Dow Jones Industrial Average was rolled out in 1896 only GE is still doing business today. (General Electric, 2007) GE’s 125 year run has not been spotless. GE, like any long lasting organization, has had many ups and downs. GE’s past has at times been glorious and at other times has been dark and manipulative. “GE traces its beginnings to Thomas A. Edison, who established Edison Electric Light Company in 1878. In 1892, a merger of Edison General Electric Company and Thomson-Huston Electric Company created General Electric Company.” (General Electric, 2007)
Since the invention of the light bulb, GE has been a power house of industry; continually pushing the world of technology forward. Innovation has been one of the driving forces behind GE’s incredible success. As companies and organizations go, GE has been not only on the cutting edge of innovation, but has in many cases defined the cutting edge.
In the past 20 years GE has not only used innovation in terms of research and development of products, GE has also used innovation to recreate the entire corporate climate. In terms of organizational behavior, GE has established themselves as a global model innovating themselves from a company mired in bureaucracy to a dynamic company that is fast on its feet. General Electric has set the stage for how a successful company can use organizational culture, team dynamics, and communication to lead a behavioral revolution.
Organizational Culture
In the minds of many individuals, big companies equal big bureaucracies. Huge conglomerates often have the reputation of being slow cumbersome machines that crank out boring and drab products. Big companies also tend to have a reputation for being out of touch with both customers and employees. The
In the history of corporations few companies have demonstrated the staying power and tenacity as General Electric (GE.). Of the companies that originally appeared when the Dow Jones Industrial Average was rolled out in 1896 only GE is still doing business today. (General Electric, 2007) GE’s 125 year run has not been spotless. GE, like any long lasting organization, has had many ups and downs. GE’s past has at times been glorious and at other times has been dark and manipulative. “GE traces its beginnings to Thomas A. Edison, who established Edison Electric Light Company in 1878. In 1892, a merger of Edison General Electric Company and Thomson-Huston Electric Company created General Electric Company.” (General Electric, 2007)
Since the invention of the light bulb, GE has been a power house of industry; continually pushing the world of technology forward. Innovation has been one of the driving forces behind GE’s incredible success. As companies and organizations go, GE has been not only on the cutting edge of innovation, but has in many cases defined the cutting edge.
In the past 20 years GE has not only used innovation in terms of research and development of products, GE has also used innovation to recreate the entire corporate climate. In terms of organizational behavior, GE has established themselves as a global model innovating themselves from a company mired in bureaucracy to a dynamic company that is fast on its feet. General Electric has set the stage for how a successful company can use organizational culture, team dynamics, and communication to lead a behavioral revolution.
Organizational Culture
In the minds of many individuals, big companies equal big bureaucracies. Huge conglomerates often have the reputation of being slow cumbersome machines that crank out boring and drab products. Big companies also tend to have a reputation for being out of touch with both customers and employees. The
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