General Electric’s Workout Internal Operation Strategies
Article: General Electric’s Workout Internal Operation Strategies
In order to establish a prolific collaboration from its workforce and senior management, General Electric has initiated weekly “Work-Out” meetings. These consortium meetings between employees and managers are aimed at ascertaining problems within the firm, and generating solutions in order to address each situation in tow. GE perceives such weekly meetings as a way to augment manager-subordinate communications, which will enhance the firm’s productivity and bolster its improvement. The firm believes that each employee’s opinion whether manager or subordinate should be heard. Furthermore, it should be noted that General Electric CEO Jeff Immelt has made this change in its operational benchmarking in accordance with Kurt Lewin’s Three Step Change and Six Sigma Strategies. It states that successful and feasible change requires unfreezing, which is the first step in order halt all standard operational procedures as well as the current workplace mindset of its employees. The succeeding stage would be the confusion/transition stage in which the firm undergoes a period of adjustment to its new benchmarking and operational procedures. Concluding this is the final stage called “freezing or re-freezing” in which the new benchmarking is established, and made a standard among the entirety of
Need essay sample on "General Electric’s Workout Internal Operation Strategies"? We will write a custom essay sample specifically for you for only $ 13.90/page
It is a simple method of GE to foster a healthy relationship with its workforce. Furthermore, it prevents GE to project the conventional image of a capitalist. GE’s simple yet systematic method of augmenting the growth and progress of the company has worked well for both parties: Managers are offered businesses and subordinates learn from their mentors; and the firm is able to augment its research and development division with substantial inputs from the rest of the workforce. GE’s workforce is seen as more than usual employees. Managers and their subordinates form small groups each tasked with a specific area of responsibility. This is initiated in order for the firm to monitor problems in each department. With this in mind, the employees are guaranteed a progress in career development; the firm will also benefit from the recommendations of employees that will be utilized for the betterment of the company.
These weekly meetings can result to a burnout among employees. Considering that it is held thrice a week, employees might not be able to concentrate in their own respective jobs. It is to be noted that every firm has its R&D department, which has the undertaking of generating solutions and improvement for each department. Furthermore, such weekly meetings might cause the formation of an employee union, which will cause imminent problems for the firm. GE should hire external consultants to oversee these work-outs. In addition to this, employees may clamor for a raise if they are to be demanded of after-hour work regarding such work-out meetings.
CEO Immelt has rehauled the Work-Out program in order for managers to augment their managerial skills, and to enhance their approach to every problem that emerges in their respective departments. Immelt finds this move a crucial one; due to the fact that senior management will eventually be handed over to these managers. Furthermore, GE is adamant to imply an apt sense of strategic mindset to these future senior managers in order to sustain the growth and progress of the firm. GE will then get fresh and innovative ideas in order to sustain the firm’s reputation as a primary player in its industry.