Professional Documents
Culture Documents
A CASE STUDY ON
ORGANISATIONAL CHANGE AND DEVELOPMENT
Submitted by
Prashant Sharma
ACKNOWLEDGEMENT:
History of all great works is to witness that no great work was ever done without either the
active or passive support of a person’s surrounding and one’s close quarters. Thus it is not hard
to conclude how active assistance from seniors could prohibitively impact the execution of a
project .I am highly thankful to our learned faculty Mr.Manas Ranjan Tripathy for his active
guidance throughout the completion of project.
Last but not the least, I would also want extend my appreciation to those who could not be
mentioned here but here well played their role to inspire the curtain.
INTRODUCTION:
CHANGES:
In 1981,Jack Welch became the CEO of General Electric Company. His goal was to make GE
number one or two in every field of operation. During his regime GE underwent a series of
radical changes. GE bought 338 businesses and product lines for $11.1billion and sold 232 for
$5.9 billion. But Welch's first order of business was to return much of the control of the
company to the periphery. Although he decentralized management, he retained predecessor
Reginald Jones's system of classifying divisions according to their performance. One branch of
GE's operations that came into its own during this period was the General Electric Credit
Corporation, founded in 1943.
Restructuring:
In 1990s, under Welch’s leadership, GE aimed to cut costs by reducing errors or defects.
For this they adopted ‘six sigma’ quality control program. 1999. The Company continued
to restructure as necessary by closing redundant facilities and shift production to
cheaper labor markets. During 1999, GE adopted another growth initiative, e-business.
In November 2000 Jeffrey R. Immelt won the
succession battle and was named president and chairman. Immelt, who joined GE in
1982, had most recently served as president and CEO of GE Medical Systems, a unit with
revenues of $12billion. Immelt's two chief rivals in the race to become only the ninth
CEO in GE's long history, W. James McNerney Jr., head of GE Aircraft Engines, and
Robert L. Nardelli, head of GE Power Systems, soon left the company to become CEOs of
3M Company and Home Depot, respectively.
Work Out:
The idea for GE’s “Work-Out” process began with the no-holds-barred discussion
sessions that Welch held with different groups of managers at GE’s Management
Development Institute at Crotonville, New York. Impressed with the energy and impetus
for change that these sessions generated, Welch initiated a company-wide process
called “Work-Out.” Work-Out has a practical and an intellectual goal. The practical
objective is to get rid of thousands of bad habits accumulated since the creation of
General Electric.The second thing to be achieved, the intellectual part, begins by putting
the leaders of each business in front of 100 or so of their people, eight to ten times a
year, to let them hear what their people think. Work-Out will exposé the leaders to the
vibrations of their business – opinions, feelings, emotions, resentments, not abstract
theories of organization and management. Ultimately, it is all about redefining the
relationship between boss and subordinate. These Work-Out sessions create all kinds of
personal dynamics. Some people go and hide. Some emerge as forceful advocates. As
people meet over and over, though, more of them will develop the courage to speak
out. This process will create more fulfilling and rewarding jobs. The quality of work life
will improve dramatically. Initially, Work-Out focused on eliminating bureaucratic
practices (“low-hanging fruit”). Over time, Work-Out sessions evolved to the evaluation
and redesign of complex cross-functional processes – often involving suppliers and
customers as well as GE employees.
Controlling bureaucracy:
One of Welch’s signature concepts and the one term most closely associated with the
GE leader. To spark productivity and break down the walls that he felt were killing the
company, Welch sought to topple every barrier: internal barriers, such as those
between functions (sales and manufacturing), and external barriers, such as anything
that got between GE and its customers and suppliers. Any wall was a bad one, insisted
Welch. In a boundary less organization, information flows easily. There is nothing to
impede the seamless transfer of decisions, Ideas, people, etc. Boundaryless behavior
helped GE to rid itself of its century-old bad habits of rigid hierarchy and bloated
bureaucracy. Anything that limited the free flow of ideas and learning was destructive,
Welch said, and he spent two decades taking aim at GE’s bureaucratic ways.
Advancement of Technology:
As the tech. was growing day by day, so for retaining itself in competitive world, they
have to adapt the change. Welch used internet initiative. As part of GE’s e-
Initiative,Welch recommended that every process be digitized. The GE CEO sees this as
yet another important step in making the company faster and more agile.
Anything that hampered performance or open communication was to be torn down. Welch’s
initiatives were designed to erase the barriers that proliferate in large organizations: horizontal
barriers, vertical barriers, and external barriers. Welch urged employees to “blowup”
bureaucracy and knock down every boundary. Much of what he did in the 1980s, from
delayering to Work-Out, was explicitly designed to remove barriers. Welch was fiercely
committed to removing any speed bump that slowed the company down. His strategy of
boundarylessness was specifically designed to remove the boundaries that separated GE
workers from new ideas, customers, and each other. He despised turf battles and
other“silolike” behaviors that kept GE mired in the past. Even in his final year as CEO, Welch
spoke of the importance of “blowing up” every boundary that keeps individuals and
organizations from reaching their full potential.
Organizations which have a balanced and harmonious combination of will, focus and capability
seems to fare best when faced with surprise and rapid change. As an analogy, top players of
golf, baseball or cricket seem to perform even better after clearly focusing and carefully
establishing a mental “centre” The skills and capability to play the sport well are obvious
prerequisites.
There are two types of barriers,one is horizontal barrier & vertical barriers.
Horizontal barriers:
These are the debilitating boundaries that isolate separate groups within
the company, such as sales and manufacturing. Horizontal barriers also refers to geographic
walls that exist, such as between Seoul and Sidney. With programs like Work-Out and
Globalization, Welch tore down these unnecessary barriers.
Vertical barriers:
Barriers had no place in Welch’s boundary less organization. Vertical barriers are those layers
that added bureaucracy and put more distance between executives and employees. When
Welch became CEO, there were nearly a dozen layers between CEO and the factory floor. He
delayered, chopping the wedding cake hierarchy down to only four or five layers.
www.ge.com/in
en.wikipedia.org/wiki/General_Electric
www.1000ventures.com/business
www.references for business.com/history