P. 1


|Views: 227|Likes:
Published by pravin2201

More info:

Published by: pravin2201 on Nov 16, 2010
Copyright:Attribution Non-commercial


Read on Scribd mobile: iPhone, iPad and Android.
download as DOCX, PDF, TXT or read online from Scribd
See more
See less






"As one of the world¶s most diverse and best performing global enterprises - recognized repeatedly for leadership and innovation - they offer our employees an environment where what we imagine we can make happen, developing new technologies and services to grow our businesses. About the company 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-Houston Electric Company created General Electric Company. GE is the only company listed in the Dow Jones Industrial Index today that was also included in the original index in 1896. Today GE is a diversified technology, services and financial services company with operations in more than 100 countries and with over 300,000 employees worldwide. The Company has 11 global businesses, ranging from Advanced Materials, Commercial Finance, Consumer Finance, Consumer and Industrial, Energy, Equipment and Other Services, Healthcare, Infrastructure, Insurance, NBC Universal, and Transportation. GE is a company where possibilities are unlimited. You can change jobs, change industries, even change career direction, without ever changing companies. Our diversity provides limitless educational opportunities, which is unmatched in world business. We invest $1 billion per year in training our people. BIBLE OF GE µTHE SPIRIT AND THE LETTER¶ Former CEO Jack Welch (now retired), introduced this concept at GE. During his work period GE was prized most deal-making, cost-cutting and efficient organization. Every day, everyone at GE has the power to influence company¶s reputation ² everywhere they do business. The Spirit & the Letter helps to ensure that, after more than 125 years, we still conduct our affairs with unyielding integrity. For well over a century, GE employees have worked hard to uphold the highest standards of ethical business conduct. They seek to go beyond simply obeying the

Page 1

law ² they embrace the spirit of integrity. GE¶s Code of Conduct articulates that spirit by setting out general principles of conduct everywhere, every day and by every GE employee.

GE¶s code of conduct The laws and regulations governing the business conduct world wide y y y Be honest, fair and trustworthy in all your GE activities and relationships. Avoid all conflicts of interest between work and personal affairs. Foster an atmosphere in which fair employment practices extend to every member of the diverse GE community. y y Strive to create a safe work place and to protect the environment. Through leadership at all levels, sustain a culture where ethical conduct is recognized, valued and exemplified by all the employees. It also provides other information regarding the rules and regulations of the business like hoe to deal with the government; customers etc. Employees and leaders who violate the spirit or letter of GE¶s policies are subject to disciplinary action up to and including termination of employment.

OTHER IMPORTANT PRINCIPLE y Six sigma Six Sigma is a highly disciplined process that helps us focus on developing and delivering nearperfect products and service. The central idea behind Six Sigma is that if you can measure how many "defects" you have in a process, you can systematically figure out how to eliminate them and get as close to "zero defects" as possible. To achieve Six Sigma Quality, a process must produce no more than 3.4 defects per million opportunities. An "opportunity" is defined as a chance for nonconformance, or not meeting the required specifications. This means we need to be nearly flawless in executing our key processes.

Page 2


Fair practices Fair employment practices do more than keep GE in compliance with applicable labor and employment laws. They contribute to a culture of respect. GE is committed to complying with all laws pertaining to freedom of association, privacy, collective bargaining, immigration, working time, wages and hours, as well as laws prohibiting forced, compulsory and child labor and employment discrimination. Beyond legal compliance, we strive to create an environment considerate of all employees wherever GE business is being conducted.


Base employment decisions

On job qualifications (e.g., education, prior experience) and merit. Merit includes an individual¶s skills, performance, values, leadership and other job-related criteria. without regard to a person¶s race, color,religion, national origin, sex (including pregnancy), sexual orientation, age, disability, veteran status or other characteristic protected by law.


Provide a work environment

Free of improper harassment and bullying.


Respect the privacy rights

Of employees by using, maintaining and transferring personal data in accordance with GE¶s Employment Data Protection Standards and related procedures found at integrity.ge.com. (While seeking to maintain employee privacy, GE reserves the right to monitor use of company property, including computers, e-mail, phones, proprietary information, etc., in accordance with applicable law.)

Page 3


Take lawful affirmative actions

In the United States, and elsewhere if required by local law, to increase opportunities in employment for women, minorities, people with disabilities and certain veterans.

Working Environment Employees¶ performance can only flourish in a sound work environment. That is why GE is committed to supporting its leadership culture through systems and policies that foster open communication, maintain employee and partner privacy, and assure employee health and safety. y Operating with Integrity The way they deliver results is as important as the results themselves. GE seeks to lead in workplace and marketplace integrity by respecting the human rights of everyone touched by our business, and by enforcing legal and financial compliance. y Work and Life Balance Naturally, the passion that our people bring to their work extends to their own private worlds, and GE is committed to enabling a healthy balance between the two. GE encourages our people to meet their work commitments while balancing their own life responsibilities. To support this balance, flexible work arrangements are an integral part of the way we conduct business. The Company also offers many programs and resources to support employees including financial management, family counseling and more. y Quality of work life GE assures complete support to all its employees on both professional and personal fronts. Apart from creating a friendly and stimulating work environment, GE also extends support to its employees in their domestic lives.

Page 4

ORGANIZATIONAL BEHAVIOR AT GE 1) Leadership at GE GE views its leaders as an extension of HR with the capacity to communicate how each employee fits within the overall business strategy. A leader must: create a culture of compliance in which employees understand their responsibilities and feel comfortable raising concerns without fear of retaliation; encourage ethical conduct and compliance with the law by personally leading compliance efforts; consider compliance efforts when evaluating and rewarding employees; and ensure that employees understand that business results are never more important than ethical conduct and compliance with GE policies

Leadership Development The Corporate Leadership Development group's mission is to run training programmes to develop high-performing leaders, introduce and drive cultural change, and spread key corporate initiatives. These programmes can be held at business-owned training facilities like the GE Energy Learning Center in Florence, Italy or at our head quarters in Brussels. Such facilities bring people together to work, learn, and share across boundaries. It is also where we introduce newly acquired companies to our culture, offering them a network of peers enabling them to share best practices and business successes. GE also offers intensive management training through special leadership programmes. These programmes are designed to accelerate learning for high performing employees, using a variety of methods from e-learning to action learning, from boot camps to leadership summits. A core curriculum is managed at a corporate level, but each GE business complements these with business specific just-in time learning opportunities. All Leadership development programmes have similar core objectives:
y Educate employees- focusing on leadership, change, and Six Sigma. y Communicate and strengthen our employee's commitment to GE and the GE


Page 5

y Build bridges across boundaries by letting people interact across businesses, functions, and

y Enhance our customer focus; build relationships with strategic customers and other key

stakeholders. GE works at being a true learning organization - instilling learning not only as part of the everyday work life but also counting on employees to help train their colleagues in their field of expertise 2) Communication GE views communication as the most critical element. The most important thing that they see with the HR function is that there always is a constant dialogue, as they don¶t like to hide things in GE. GE offers several channels for raising concerns. Use the channel that is most comfortable for its employees. y GE Board of Directors An employee may report concerns about GE¶s accounting, internal accounting controls or auditing matters, as well as other concerns, to the Board of Directors or the Audit Committee. directors@corporate.ge.com


GE corporate ombudsperson The GE Ombudsperson process allows an employee to voice his integrity questions and concerns,


Page 6


Within the business Generally, the supervisor or manager will be in the best position to resolve an integrity concern quickly. However, the direct supervisor is not your only option. Other resources include: ‡ Your compliance leader or auditor ‡ Company legal counsel ‡ Next level of management

3) Measuring performance Beyond the idealized growth traits, GE also upholds four basic actions to drive performance: imagine, solve, build and lead. Stemming from those action-oriented qualities are the foundational values that represent GE and its common set of beliefs: passionate, curious, resourceful, accountable, teamwork, committed, open and energizing. This specific set of corporate values lies at the heart of GE¶s unique approach to leadership development. Ongoing appraisal processes and evaluations help to measure performance and also to sustain the values that GE leaders aim to embody. ³Your ticket to entry at GE, your base premise to be a part of this game, is you have to perform and you need to have the GE values, 4). STRESS MANAGEMENT Factors such as increasing completion, corporate restructuring and downsizing have compelled employees to work for longer hours to meet their deadlines. This stress could lead to various health problems. At GE, they have professional agencies to organize regular stints of aerobic exercises, meditation and dancing sessions for employees as part of stress management. They also provide counseling to the employees how to manage work and stress.

Page 7

5) ORGANIZATIONAL CULTURE It is a system of shared meaning held by members that distinguishes the organization from other organizations, this system of shared meaning is, on closer examination is a set of key characteristics that the organization values.    Individual effort is much more important than group or collective efforts Rebels are heroes (Jack Welch was an effective rebel against most of GE's official management practices throughout his career before he became CEO) Going around the hierarchy is encouraged (this is the hidden purpose of work-out, not teambased participation and improvement) Competition is king, internally and externally     Loyalty is determined by performance Poor performers lose face publicly Communications are direct and confrontational Leadership comes from individuals, not groups or teams At General Electric, they have all begun programs aimed at keeping women professionally engaged. The results are starting to show, as more women who skipped out on companies that did not offer them intellectually challenging work resurface at companies that do. G.E. has women's networks, coaching and mentoring programs, and family-balance policies. But Susan P. Peters, vice president for executive development, says G.E.'s insistence that "everyone has quantity and quality to their work" may be most responsible for the fact that 15 percent of its officers are women, up from 9 percent in 1997.

Jeanne M. Rosario is a case in point. While rearing her two children, she worked truncated hours and even turned down a big promotion. But, she said, G.E. never put her on a mommy track. "They gave me as much work as I could handle; they always let me be the one to say, 'No more!' ³She said. Ms. Rosario, 53, is vice president for commercial design and services engineering at G.E. Transportation, making her G.E.'s highest-ranking woman in technology.

Page 8

Women¶s network The GE Women's Network (GEWN) was formed to support the professional development of women at GE, with the mission of fostering professional women's development to help grow, attract and retain successful women throughout GE. Development is focused on leadership, advancement and career-broadening opportunities in a variety of ways including information, education and networking with other men and women to learn best practices. GE was honored as one of the 100 Best Companies for Working Mothers. A "Best" Company for Working Mothers. Competitive pay and a great job In addition to great career opportunities. GE offers very competitive compensation and benefit packages. While plans may vary from business to business, they all are comprehensive and include such things as: 

Stock Purchase Plan Tuition Reimbursement Comprehensive Health Dental Care Medical Leave Parental Leave Life Insurance Work/Life Connections Relocation Assistance Pension Plan In addition, outstanding employees may be nominated for stock options and managerial awards.

Page 9

Providing security for family GE¶s life and accident insurance plans provide eligible employees and their families with financial protection. And, if you need more coverage than the company provides, you have the option to purchase additional coverage at excellent group rates. OTHER SERVICES PROVIDED BY GE TO ITS EMPLOYEES. y Employee Programs

Committed to building stronger GE communities and strengthening education and human services, the GE Foundation supports various employee programs to encourage personal philanthropy. Empowering participants to help shape and direct our giving in their communities, we can support local organizations that address the greatest needs and highest priorities y United Way

GE¶s partnership with the United Way goes beyond employee campaigns and financial contributions. y GE star scholarships for children of GE employees

Each year hundreds of children of GE employees and retirees receive scholarship support from the GE Foundation through a highly competitive selection process. y Parenting assistance

The company assures complete assistance in childcare and adoption processes. It extends financial support for the education of the children and also provides parents with the confidential and expert counseling in raising the child and balancing work and family. y Elder care assistance

The company helps employees find resources foe home safety and making living arrangement for dependents. It even helps employees develop their own retirement plan.

Page 10


Financial assistance

GE Provides resources and information in the areas like budgeting, saving, investment plan, buying home etc. y Legal advice

It assists in providing legal resources for sorting out problems regarding family, law, immigration, tenant¶s right etc. y Work advice

GE Supports employees with expert advice on issues like handling stress, managing relationships and dealing with change. Growth Prospective in GE Professional growth: Capital Solutions learning culture Employee personal and professional development is the key to our overall success. The most important asset remains is valued employees. Online, classroom and one-on-one, joining GE means joining a culture of continuous learning, where you have the opportunity to reinvent yourself.

Drivers of GE's success y The ability to select from among the best practices available the ones most relevant to its immediate (2-6 year time horizon) needs,

Page 11

y y

The ability to flawlessly implement these practices, Most important - the ability to periodically change its formula of management practices as new needs emerge - adopting new practices, ruthlessly discarding the old formulas for success before they led to weakened performance.


GE knows better than most every company in the world how to manage the life cycle of a business idea: put it in place, exploit it, and then abandon it.


GE¶s operating system, referred to as its µlearning culture in action¶, entails year-round learning sessions where leaders from GE and outside companies share intellectual capital and focus on generating the best ideas and practices. Conversations about developing talent and reaching business objectives are side-by-side so there is a continuous link.


GE is very critical on their intake of talent and participates in behavioral skills interviewing in order to predict behaviors moving forward, specifically looking at how experiences people have had can translate back into GE.


GE also offers intensive management training outside of its facilities through leadership programs that maintain a curriculum for GE¶s highest performing employees. Beyond its sophisticated development system, its leaders are groomed with depth and substance through simple and natural approaches such as consistent ongoing dialogue and ingrained corporate values paired with various assignments for on-the-job development.

Page 12

Implementation and Analysis of Edgar Schein Model The levels of culture that are comprised in this model are:  Artifacts  Espoused  Assumptions These levels can be further divided and comprised of the following:  Artifacts y GE is very concerned about its dress code. So it follows strict business casuals as its dress code. y In the early 1950s Kurt Vonnegut was a writer for General Electric. A number of his novels and stories (notably Cat's Cradle) refer to the fictional city of Ilium, which appears to be loosely based onSchenectady, New York. The Ilium Works is the setting for the short story, Deer in the Works. 

Espoused Values y y GE emphasized on honesty, building strong relationships with trust as a main factor. It also has a high inclination on Six Sigma gives much importance on quality and encourages its employees to adhere to the standards. y GE's valuesare so important to the company, that Jack Welch had them inscribed in a wallet sized card and distributed to all GE employees, at every level of the company.

Basic Assumptions The ultimate test of leadership is enhancing the long-term value of the organization. For leaders of a publicly held corporation, this means long-term shareholder value. GE turned against the notion of lifetime employment in favor of a stated goal of providing employees with the best training and development opportunities, but only conditional employment.

Page 13

1) http://www.ge.com/ 2) http://www.12manage.com/methods_schein_three_levels_culture.html 3) http://en.oboulo.com/how-does-the-organizational-culture-of-general-electric-affectorganizational-53949.html 4) http://www.1000ventures.com/business_guide/crosscuttings/cs_leadership_welch.html

Page 14

You're Reading a Free Preview

/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->