南澳大学代写Assignment:主要战略和组织变革

南澳大学代写Assignment:主要战略和组织变革

南澳大学代写Assignment:主要战略和组织变革

为什么战略,结构,和韦尔奇创造的系统已经成功的为股东创造价值和绝缘GE从时尚的分手最为其他企业集团屈服吗?不以同样的方式与任何其他集团一样,韦尔奇的通用电气公司是公司的公司在相关领域的功能连接的行动。公司,类型的金融服务,密切联系他人,并在一个参数彼此繁荣。大多数公司的相似性,例如,一个先进的技术(通用电气医疗系统)。那些不快被剥夺的人。其他的公司通常是集中在财务业绩,但GE的繁荣自己的员工。它有一直以其发达的评估和进步系统的赞扬。韦尔奇在一个参数的基础上增加了一个沉重的激励制度的联系,即行动的选项,让员工承担自己的业务管理的责任,从官僚机构的自由,增加和下降与通用电气。所有的员工都致力于一个全面的目标,这一次又一次创造了共同行动,进行通用电气的成功。

在何种程度上应该其他大型,多元化的公司模仿韦尔奇在通用电气公司的管理系统和领导风格?这取决于公司。他们中的一些,像宝洁,而大和变化,不具有相同的生命周期的产品和成本结构作为通用电气。某些公司也没有像通用电气公司的大多数技术那样激烈。这就是为什么他们不应该遵循通用电气公司的企业管理方式。官僚机构可以工作得更好,因为它增加了对环境的更多的控制,并拥有较小数量的操作的随机性。通用电气的系统需要模仿大多数其他公司。平,灵巧和企业控制系统是企业结构的发展趋势,是在以往的案例讨论。通用电气的成功是这样一个系统可以工作的主要例子,不论一个公司的规模有多大。被证明的理论应该总是在过程中进行。另一方面,领导风格不能被模仿。很多管理理论都意味着领导不是行为的特征,而是具体的情况。它有可能模仿韦尔奇的恐吓风格,但如果不进行成功,结果是可以改变的。伊梅尔特已经证明了自己是一个友好的观点领袖一样富有。如果任何风格的作品符合一种情况,那么它将是更有效的一个优良的性能比适应一个新的领导风格。

南澳大学代写Assignment:主要战略和组织变革

Why has the strategy, structure, and systems created by Welch been successful in delivering shareholder value and insulating GE from the fashion for breakup to which most other conglomerates succumbed? Not in the same way as any other conglomerates, Welch’s GE is corporation of firms in the associated fields of features connected by the action. Firms, type of financial services, closely contact others, and prosper on a parameter each other. The majority of firms divide similarities, for instance, an advance technology (GE Medical Systems). Those that do not are quickly deprived. Other companies are usually concentrated on financial results, but GE prospers on its own employees. It ahs always been praised for its well-developed system of assessment and progress. Welch has added contact of heavy incentive system on the basis of a parameter, namely, options for the action to allow employees to take the responsibility of management of their own business, freedom from bureaucracy, increases and falling together with GE. All employees work to an overall aim which once again creates joint actions for proceeding GE’s success.

To what extent should other large, diversified corporations imitate the management systems and leadership style developed by Welch at GE? This depends on the corporation. Some of them, like P&G, while big and varied, does not have the same cycle of life of a product and cost structure as GE. Certain companies are also not as technology intense as most of GE’s firms are. That is why they should not follow GE’s enterprise style of management. The bureaucracy can work better as it adds more control over an environment and possesses smaller quantity of randomness in operations. GE’s system needs to be imitated the majority of other corporations. The flat, dexterous and enterprise control system represents the current tendency of corporate structures, as is discussed in the previous cases. GE’s success is the main example of how such a system can work irrespective of how big the size of a firm is. The proved theories should always be carried out in processes. On the other hand, leadership style cannot be imitated. A lot of management theories mean that leadership is not feature of behavior, but the situation specific. It is possible to imitate Welch’s intimidating style but if not carried out with success, results can be changeable. Immelt has proven himself to be as wealthy as a leader with friendlier point of view. If any style work conforms to a situation then it would be more effective to a fine performance than adaptation to a new style of leadership.

 

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