Competition among organizations in the same industry has promulgated the development of numerous strategies to facilitate the success of the organization. While some strategies focus on streamlining operations to reduce fixed costs of their strategies focused on the development of internal culture as a means to increase the employee morale and bolster productivity. Although most of the strategies developed in the context of establishing a competitive edge the organization have proven to have notable impacts on the organization, no one method for organizational development has proven to be a panacea for the success of the organization. For this reason, scholars examining the "how" and "why" of successful organizations must often provide a wide overview of the organization and its intrinsic and extrinsic properties. Only through a critical analysis of this information can a more integral understanding of success in the organization be effectively understood.
[...] Even though this process served as the impetus for the financial development of the organization, Immelt's analysis of General Electric definitively demonstrates that the culture that was created under Welch's tenure has had a negative impact on the development of the organization. Hence, although it has been possible for General Electric to be successful in the past 20 years, one cannot help but wonder what the future holds for the organization. The Future of General Electric Considering what Jeff Immelt has noted about the lack of innovation of the General Electric organization, it seems feasible to argue that his concerns may indeed be warranted. [...]
[...] In addition, Immelt is concerned that the use of bottom-line techniques to drive the development of the organization is a process that is suffocating the innovation needed to move the organization forward (Brady, 2005). In short, General Electric has created a culture so focused on the financial outcome of every decision that mangers and employees in the organization are afraid to develop innovative methods that may eventually fail. In this context, it becomes evident that what has been left in the wake of Jack Welch's organizational culture is a team of highly skilled employees that are unable to use their skills and talent to improve the organization. [...]
[...] As such, the organizational culture developed at General Electric will be used as the basis for the further analysis of organizational behavior. Examining first the history and development of General Electric, it becomes evident that the organization has undergone notable changes in the last 25 years. When Jack Welch took over as CEO of the organization in 1980, General Electric had become a paragon of inefficiency. In order to improve the organization, Welch engaged in a program of delayering middle management so as to reduce the number of individuals in the organization that served no real role for moving the organization forward. [...]
[...] Even though General Electric may be able to remain profitable by keeping to the same course established by Jack Welsh, over the long-term, Immelt has come to realize that this method of organizational behavior simply will not do. The most pressing issue that remains is how Immelt will change the culture of the organization to improve innovation and the overall development of the organization. Conclusion Arguably, the culture established by Jack Welsh in his 20 year tenure at General Electric creates a clear paradox for the organization. [...]
[...] As such, researchers examining the issue of organizational behavior have been highly interested in how the specific culture created by the organization can impact the overall behavior of the individual. In this context, the specific issue of how the organization influences behavior of its employees becomes an issue of paramount concern. Organizations that are able to influence individual behavior toward the objectives of the company are able to maximize the utility of human capital. Organizations that can effectively achieve this goal waste considerable time and money. [...]
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