General Electric Medical Systems

Extract

[...] Theoretically, this also means the Mr. Hogan had to also manage the relationships[8] between him and each of the senior managers as well as the inter-manager relationships. In a global environment, the organization's structure becomes extremely important in order to manage dynamism.[9] When GE differentiated horizontally especially by creating 3 geographical poles, integration became important. GE decided to train 300 of its managers across each of the poles and as such the firm was able to install one global focus on the top decision makers of the firm. [...]

[...] General Electric Medical Systems' changing environment GE Healthcare evolves in a changing environment. A lot of factors affecting GE Healthcare activity have been swift for the last years, and the company has to meet the new requirements and challenges of the 21st century in the area of diagnostic imaging equipment. Its specific environment, which consists of all the forces “from outside stakeholders that directly affect an organization's ability to secure resources”[1], has evolved over half a century of work in this sector. [...]

[...] Some of these companies have found themselves in trouble, now dealing with legal problems from consumer groups in North America regarding problems with the quality and health and safety of purchased products. 2. Recommendations As the textbook states[12], managers must find the perfect balance between differentiation and integration. GEMS faces the problem of providing unique products and services to vastly different medical industries (by country), while at the same time providing a high level of service to all of their customers. [...]

[...] We believe that GEMS must ensure that as their company grows, they continue to develop key management training spanning geographical regions (see guaranteeing their growth in sync with the global industry. Furthermore, consultation with local governments to develop product standards for diagnostic imaging would both enable GEMS to develop products more specifically for a country's needs (while at the same time easing the human tension between the Chinese government and second-hand importers); as well as help prevent the sale (in China) of below-standard products from international resellers. Jones, G. R. (2006). Organizational Theory, Design and Change. Upper Saddle River: Pearson Education. Din, J. (1993, October 3). [...]

[...] Concerning this other point, we can mention the role played by the World Health Organization as a regulatory body for these industries, which can also count as a political force. Moreover, national governments and regional associations such as the European Union can affect GE Healthcare activity with their regulation. For instance, the European Directive 2002/96/EC (WEEE) on waste electrical and electronic equipment forces companies to promote the reuse, the recycling of their electronic products and prevent from uncontrolled waste disposal. This is also directly linked to the environmental force affecting GE Healthcare activity. [...]