Help please.. NEEDS TO BE IN YOU OWN WORDS PLEASE. Summarize case issues / probl
ID: 451949 • Letter: H
Question
Help please.. NEEDS TO BE IN YOU OWN WORDS PLEASE.
Summarize case issues / problems by identifying and stating all issues and recognizing all pertinent factors.
MANAGING TALENT: How General Electric Develops th e Best In the past, as General Electri f industries, it emphasized the stro c entered a wide varicty GE takes leadership developiment very seriously. On ere is sim asized the strong sct ot general its careers website, the company claims, Th nagement skills that could enable the ment skills that could enable the company to ply no other company in the world ly no other company in the world with form rivals in industries as diverse as jet engines i financc. That approach led to management develo set ot businesses in which to work, and such opment-focused culture in which to grow." GE a devel- spends oul nd fnance. That approach led to management develop- opmentfocused culture in which to which GD's top talent moved from one busi about $1 billion a year to train mat billion a year to train managers. The compa- t to another so they would be familiar with sJohn F Wech Leadership Development Center in ts of the company. For example, before John Crotonville, New York, is famous around the world nent in whic unit to ano e world as a Krenicki became vice chairnan and the head of GE's center for learning to iead. GE has entry-level leader- ship programs in which recent college graduat assignments over the course of two years. It alst nr business, he held leadership posts in units that ene made chemicals and materials, lighting, superabra tinsportation equipment, p sives, bine classroom training with rotations through varied lastics, and advanced mate- Simonelli, the cxecutive in charge of GE leadership programs for experienced high-potential se future leaders progress through gram in teams so they ean share Lorenzo Transportation, took that job after working in the con- professionals. The surter products unit for six years and on the audit staff the development pro for four hest practices and help each other drive the changes Recently, however, under the leadership of CEO they identify as important. Jeffrey Immelt, GE has shifted its approach to man Whereas the old approach to develop agement development. Now the company is more inter- a set of top execu Whereas the old approach to development created utives who could step into any business oo ach to man- ted in deepening executives' knowledge of particular unit as needed, it had drawbacks. If a new manager t business units' products and customers. The strategy over a business unit just as sales were taking off, the n seems to be based on recognition that competition in manager would have great growth numbers to report, some of its industries, such as medical equipment and but likely the leader responsible for that growth would power plants, has become too difficult for a general- have been the one who was replaced. In the same way purpose leader to master. Susan Peters, who is in charge a new manager could wind up taking the blame for a of executive development at GE, expresses the need this downturn unrelated to any of the manager's decisions vorld is so complex. We need people who business unit enables the company to make managers are pretty deep."Explanation / Answer
Q1. GE role of job experience for leadership development was based on Job rotation , all the leaders that GE had, had an experience to handle different divisions of GE as mentioned in the case the Vice Chairman and head of the energy unit had leadership experience of other division like chemical, material and lighting etc. the role shift was important because the company realised the in depth knowledge is more important then having the knowledge of everything, GE alos realised that the job rotational leadership program had a drawback as in if the sales are going up the credit would go to the new manager who has been appointed as a leader, however if the sales would go down the blame would go to the last manager as a leader, so a new approach of in depth knowledge in business unit will help GE to avoid these drawbacks.
2. In my opinion the specialized business approach would definitely result in success, because the focus of the leaders would be on a specific line of Business, which means that their would be the complete and through knowledge of understanding the market for specify business line, also the leaders would be able to identify their strengths of their business Vis-a Vis market, the opportunity and threats would be easily identified by the leaders if the focus is shifted to the specific business line.
3. GE's Current development program definitely will help to over come the challenges of Glass ceiling and succession planning as the new approach of development focuses on the in depth knowledge of the business lines so all the managers would be accountable therefore ruling out the challenge of glass ceiling and succession planning. Moreover the management development programs with the entry level excutives would help the leaders to identify the best practices and changes.
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