corporate culture of General Electric (GE) is a composite of its people‚ leadership‚ organization‚ structure‚ and processes from past to present. This paper will provide an assessment of the corporate culture of GE‚ and provide an insight into the dynamics‚ which have made it one of the world’s premier companies. The aspects of General Electric’s culture begin with its leadership‚ and progress through its management‚ workforce‚ policies‚ and objectives. GE leadership provides corporate direction
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Trading under the ticker symbol GE‚ General Electric is the only company from the original twelve stocks traded on the DJIA that is still listed on the index today. Currently‚ Jeffery Immelt serves as CEO for the Fortune #6 large cap conglomerate. Focusing on finance and technology‚ GE provides a vast array of products and services ranging from aircraft engines to consumer financing. Additionally‚ the company holds a 49% stake in NBC Universal (CNBC). As of 5/19/2011 GE boasts a market capitalization
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returns to scale‚ or demand-uncertainties that create expected inventory-cost risks and induce firms to produce to order and carry backlogs. The second condition certainly prevails in the turbine generator case. Anti-trust regulators observed that both GE and Westinghouse were pricing higher than conventional economic analysis predicts. So they assumed collusion and prosecuted‚ not just once but several times. In fact‚ as Ghemawat ’s research shows‚ the firms tried to collude but couldn ’t manage
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introduction in December 2005‚ NBC has had tremendous success with the game show Deal or No Deal. The game show‚ which was created in the Netherlands‚ pits acontestant against the mysterious banker. The contestant is trying for the case with $1 million‚while the banker ’s stated goal is to get the contestant to go home with as little money as possible while also trying to keep the game going for as long as possible. Deal or No Deal is a unique game show in that it takes virtually no skill on the part of
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TV and Fictions: Viewing Log Deal or No Deal Airtime: Thursday 21st February 2013 (4pm) My scene is from ‘Deal or No Deal’ (Channel 4‚ 2013) [1]‚ a game show where the contestant has the chance to win a maximum of £250‚000. I will be analysing the opening five minutes of the programme. In this small scene the following themes are explored; class‚ community and rituals. From the book ‘Come on Down? Popular media culture in post-war Britain’‚ it is said that game shows ‘have always had
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GE’s Two Decade Transformation : Jack Welch’s Leadership Executive Summary The case examines the transformation of GE under the charismatic leadership of Jack Welch‚ from the time when GE was a small player to its status of the ‘Most Admired Company’ and the ‘Most Respected Company’ by late 1990s. We have done a detailed study of the impact Jack Welch has had as CEO over the past twenty years and reveals a leadership style that is the driving force behind a successful transition from a corporate
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Commerce and the Court: How and Why to Define the Commerce Issue Commerce has been part of our nation since we founded it. To every farmer‚ commerce was important so that the food they grew would not spoil on waiting for transport. However‚ as the nation grew‚ our definition of commerce has changed many times. Debates over whether Congress had powers to control commerce sparked further debate on if the Courts had the right to define commerce. Every debated‚ including this one‚ has two sides
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how has GE been able to create a surplus? What philosophy policies and practices have made it a “CEO factor6y” as Fortune and Economist call it? Really producing sufficient quality top executives is very difficult task for companies‚ but if we see case of General Electric‚ it was producing managers not only for own‚ GE was producing these executives in enough quantity to meet the need of industry. The philosophy adopted by GE includes some techniques‚ policies and practiceswhich enable GE to fill
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Case 1: GE’s Two Decade Transformation: Jack Welch’s Leadership-HBS # 9-399-150 1. How difficult a challenge did Welch face in 1981? How effectively did he take charge? Jack Welch became the CEO of GE back in April of 1981 when the economy was in a recession. He faced the highest unemployment rate during that time due to the high interest rates during the depression. Several other challenges came along with this position from the increase in competition and also being overshadowed by a longtime
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Capital Budgeting Assignment #2 Breana N. Rainge 23. Bauer Industries is an automobile manufacturer. Management is currently evaluating a proposal to build a plan that will manufacture lightweight trucks. Bauer plans to use a cost of capital of 12% to evaluate this project. Based on extensive research‚ it has prepared the following incremental free cash flow projections (in millions of dollars): | Year 0 | Year 1-9 | Year 10 | Revenues | | 100.0 | 100.0 | -Manufacturing expenses (other
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