GE's Talent Machine Paper Essays Examples

Collaborative Learning Community: GE's Talent Machine Paper

Ways in which GE has been able to create a surplus for top management succession candidates.
The growth of GE Company from zero to one of the titans in the market is due to its strategies and policies in the distribution and formed contemporary management system. General electrical field is a unique market that needs active strategies for a company to maintain its competitive edge and substance. Production of surplus efficient managers in GE Company is a daily routine unlike other businesses in the same electrical field. Production of surplus managers has been beneficial to both GE and related company. However, the beneficiary of surplus managers is owed to the meritocracy, organization culture, efficient policies, company strategy, and techniques. The success of GE began after world II, owing it to demands at that time, the company later was able to expand it ventures to other areas like nuclear technology, radar creation, silicones and jet engines. The company did encourage a step by step development of employees to the hierarchy of the company. Managers were given a specific task after which they were rotated to another task to enhance their efficiency. The recruitment strategy, employee's upbringing, and GE policies are the main contributing factors to as why the company produces surplus efficient managers.
2. What philosophy, policies, and practices have made it a "CEO factory," as Fortune called it, and "easily the world's best machine for churning out corporate talent," as The Economist described it?
The GE Company has affected several plans that have played a role in enhancing it renowned corporate talent. The company established plans such as emphasis on education, transferring profit responsibility to the managers and a corporate system which supported dialog among managers. Implementation face to face conversation between the manager and other employees provides a forum that leads to efficiency in skills and performance in terms of human resource. Employees and managers are mandated to prepare forecast plan that enable them to stay focused on the success path. The company has mostly focused on policies that result to high potential employees and managers who can provide the result in any situation.
3. How generalizable are GE's management development policies and practices? How transferable are they across cultures, across industries, and across companies?
The company has the most favorable policies that require on to acquire the best management skills. The management skills enable the employees to perform their best in any situation possible be it geographical, law or possible culture. The main policies in the human resource that governs recruitment procedures and employees maintenance enable employees to transfer easily from one company to the other. The agenda of the company was to make it easy for a worker in China to adapt easily to an American market or Japanese market. The transfer of employees across companies or cultures can be only easy if the policies are harmonized to adopt all the aspects of the divide, and that is what GE is doing. Production of surplus employees by GE, as mentioned before, is helpful to most companies because of the policies and techniques in the company. The company concentrated on recruiting fresh graduates who can be easily taught and adopt the universal ways of carrying out business hence work in any company or culture across the world. The GE HR has ensured that training of employees equips them with quality, value and understanding of different cultures and behavior across various working environment.