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引言

本文主要是为了确定GE公司首席执行官从杰克韦尔奇变为杰夫伊梅尔特过渡期间GE公司的生命周期图。此图还涉及了他对其组织结构所做的一些改变，从而最终实现了他的目标。此外，随着这些变化的不稳定运行，突出的风险及损失也随之而来。最后，本文也对GE运输部门新的混合项目给出了参考性的建议。

从第一部分我们可以看出，GE公司正处在生命周期的图表阐述阶段，而这个阶段的特点可以分为以下几个方面：

生命周期

图1组织的生命周期

来源：主要改编自罗伯特奎因和基姆卡梅伦提出的组织生命周期以及不断变化的标准的有效性；拉里格雷纳在科学管理中的一些初步证据；还有就是来自于哈佛商业评论中的“进化和革命组织的成长”。

在结构方面，GE公司的重点是要求所有员工都保持密切的关系，同时以小公司的思维方式来思考问题，每位员工都是公司最重要的基础。杰克韦尔奇在他最后的管理会议上的演讲中强调：“要竭力保持小公司的精神，人人参与，人人都要庆祝和奖励！庆祝！庆祝！厌恶官僚主义，厌恶在官僚机构的每一天，而且不要害怕使用厌恶这个词，我们要嘲笑官僚主义和摆脱官僚主义。他们停滞不前，他们与这个时代隔离，现在他们只能是廉价的人类。

引言--- Introduction

This essay identifies GE on the life-cycle chart during the transition from Jack Welch to Jeff Immelt as CEO. It also addresses the changes he made to its organizational structures, thereby achieving his goals. Furthermore, highlighting the risks and trade-offs accompanied with those changes. Finally, this essay also gives recommendations to the transportation department of GE for the new Hybrid project.

生命周期---Life-cycle

From Figure 1 (Daft et al, 2010), GE is in the elaboration stage of the lifecycle chart and this stage can be characterized into the following aspects:

Figure 1 Organizational Life Cycle

Source: Adapted from Robert E. Quinn and Kim Cameron, ‘Organizational lifecycle and Shifting Criteria of effectiveness: Some Preliminary Evidence,’ Management Science 29 (1983), 33-51: and Larry E. Greiner, ’Evolution and Revolution as Organizations Grow, ‘Harvard Business Review 50 (July-August 1972), 37-46 (Cited in Organizational Theory and Design Daft et al, 2010)

In terms of structure, GE was focused on having close relationship with all members of staff, with small company type thinking where everybody was on first name calling basis. In a speech by Jack Welch in his final management meeting he stressed the following, “Fight like hell to keep the small company spirit, involve everyone, reward broadly celebrate! Celebrate! Celebrate! Hate bureaucracy, hate it every day and don’t be afraid to use the word hate, laugh at bureaucrats and get rid of Layers make fun of layers, joke about layers. They slow, they insulate, and they are what cheap people do in lieu of pay raises for people”. (Jack Welch, 2000)

As for products and services, Jack Welch shifted GE business from purely manufacturing to financial services through numerous acquisitions. A list of GE products include Aviation, lighting, electric distribution, media and entertainment, energy, oil and gas, finance- consumer, finance- business, rail, water, healthcare.

Reward and control systems in GE where extensive, tailored to product and department. The reward system was greatly differentiated by Jack Welch and he did so mainly based on performance and those who failed where fired from the company.

Jack Welch differentiated employees by implementing pay for performance matrices applied to all GE staff where he grade staff from outstanding to unacceptable and bonuses were based on these ratings. Any who fell below par were eliminated from the company. (Jim Pinto, 2007)

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