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ver, the abroad revenue of export is reduced year after year in the recent years. The abroad market was primarily focused on Europe and North America. During the 40 years from 1940s to 1980s. Since 1950s, GE increased it's foreign direct invest, the abroad revenue of export is reduced gradually. Since 1980s, especially since 1985, the importance of capital flow towards foreign direct invest was increasingly enhanced. By the time, although the absolute quantity of the foreign trade was increasing, the relativity quantity never increased remarkably. It's indicated that the export income of GE had never increased, and kept between 70-90 dollars.

In 1977, Reginald H. Jones, CEO of GE reorganized the company into Sectors, and Groups and SBUs now reported to them, rather than directly to the CXO. Given the continued growth of the ompany and expansion in numbers of SBUs and Groups, the number of strategic plans, manpower reviews, budgets and operating plans, and financial reports received by the CXO was becoming extremely large, and in particular, corporate review of SBU plans was suffering from overload. To resolve the issue of cognitive overload and to focus the attention of the CXO systematically on both strategy policy and formulation issues, Jones developed a well integrated planning system, coordinated through the Corporate Policy Board, a new level of line management, and the Corporate Executive Council, a new group for coordinating strategy implementation and operations. Sectors, introduced in 1977, coordinated both the decentralized line operations and the SBU strategic planning process, and their introduction had two other objectives: to select and groom a successor to Jones as the CEO, and to allow Jones more time and attention to focus on his role as a corporate statesman in public policy areas. Sector heads were appointed to lead groups other than those they originated from: one such was Jack Welch, Sector Head for Consumer Products and Service Sectors, who originally came from the plastics business.

In 1991, The CEO Welch's drastically reducing the headcount, and largely reducing corporate staff, including widely publicized cuts in corporate and SBU planning staffs. Early in his tenure, Welch abandoned portfolio planning and adopted instead a simple rule - that every business should aim to be #1 or #2 in their market, or risk being divested. This strategic planning rule resulted in GE embarking in numerous divestitures, including legacy businesses such as air conditioners, housewares and electronics, as well as the recently acquired Utah International. The reduction in planning staff throughout GE was accompanied by the elimination first of strategic portfolio planning process, and subsequently of the SBU structure. In 1985, Welch undertook a radical change in GE's formal structure, eliminating the Sector, Department and Division levels, and centralizing business unit operations and planning at a newly-created level ‘the Business'.

结论——conclusion

World natural resources are limited. It is a crucial problem for the human beings to make rational use and distribution of them. The optimum distribution and utilization of the resources depend on how freely the resources can flow. The formation and development of the economic globalization meet the inner requirements of the world productive labor and of the rational distribution of本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。