ORGANISATIONAL BEHAVIOUR

A CASE STUDY ON
ORGANISATIONAL CHANGE AND DEVELOPMENT

Submitted to: Submitted by:

Mr.Manas Ranjan Tripathy Saurabh Kumar Dudani

Faculty Abhinav Sharma

Department of HR Prashant Sharma

Nitin Arora

Manisha Gupta

Megha Bhardwaj

Section: C
 ACKNOWLEDGEMENT:

History of all great works is to witness that no great work was ever done without either the
active or passive support of a person’s surrounding and one’s close quarters. Thus it is not hard
to conclude how active assistance from seniors could prohibitively impact the execution of a
project .I am highly thankful to our learned faculty Mr.Manas Ranjan Tripathy for his active
guidance throughout the completion of project.
Last but not the least, I would also want extend my appreciation to those who could not be
mentioned here but here well played their role to inspire the curtain.
 INTRODUCTION:

Typically, the concept of organizational change is in regard to organization-wide change, as

opposed to smaller changes such as adding a new person, modifying a program, etc. Examples
of organization-wide change might include a change in mission, restructuring operations (e.g.,
restructuring to self-managed teams, layoffs, etc.), new technologies, mergers, major
collaborations, "rightsizing", new programs such as Total Quality Management, re-engineering,
etc. Some experts refer to organizational transformation. Often this term designates a
fundamental and radical reorientation in the way the organization operates.

Three categories of changes are as follows:

 BACKGROUND:

The General Electric Company is an American multinational conglomerate corporation

incorporated in the State of New York. In 2010, Forbes ranked GE as the world's second largest
company, based on a formula that compared the total sales, profits, assets, and market value of
several multinational companies. The company has 304,000 employees around the world.
General Electric (GE) has evolved from Thomas Edison's home laboratory into one of the largest
companies in the world, following the evolution of electrical technology from the simplest early
applications into the high-tech wizardry of the early 21st century. The company has also evolved
into a conglomerate, with an increasing shift from technology to services, and with 11 main
operating units: GE Advanced Materials, a specialist in high-performance engineered
thermoplastics, silicon-based products, and fused quartz and ceramics used in a wide variety of
industries; GE Consumer & Industrial, which is one of the world's leading appliance
manufacturers, stands as a preeminent global maker of lighting products for consumer,
commercial, and industrial customers, and also provides integrated industrial equipment,
systems, and services; GE Energy, one of the largest technology suppliers to the energy
industry; GE Equipment Services, which offers leases, loans, and other services to medium and
large businesses around the world to help them manage their business equipment; GE
Healthcare, a world leader in medical diagnostic and interventional imaging technology and
services; GE Infrastructure, which is involved in high-technology protective and productivity
solutions in such areas as water purification, facility safety, plant automation, and automatic
environmental controls; GE Transportation, the largest producer of small and large jet engines
for commercial and military aircraft in the world, as well as the number one maker of diesel
freight locomotives in North America; NBC Universal (80 percent owned by GE), a global media
and entertainment giant with a wide range of assets, including the NBC and Telemundo
television networks, several cable channels, and the Universal Pictures film studio
GE Commercial Finance, which provides businesses, particularly in the mid-market segment,
with an array of financial services and products, including loans, operating leases, and financing
programs; GE Consumer Finance, a leading financial services provider, serving consumers,
retailers, and auto dealer in about three dozen countries; and GE Insurance, which is involved
in such areas as life insurance, asset management, mortgage insurance, and reinsurance. The
staggering size of General Electric, which ranked fifth in the Fortune 500 in 2003, becomes even
more evident through the revelation that each of the company's 11operating units, if listed
separately, would qualify as a Fortune 500 company. GE operates in more than 100 countries
worldwide and generates approximately 45 percent of its revenues outside the United States.
Over the course of its 110-plus years of innovation, General Electric has amassed more than
67,500 patents, and the firm's scientists have been awarded two Nobel prizes and numerous
other honors.

CHANGES:

In 1981,Jack Welch became the CEO of General Electric Company. His goal was to make GE
number one or two in every field of operation. During his regime GE underwent a series of
radical changes. GE bought 338 businesses and product lines for $11.1billion and sold 232 for
$5.9 billion. But Welch's first order of business was to return much of the control of the
company to the periphery. Although he decentralized management, he retained predecessor
Reginald Jones's system of classifying divisions according to their performance. One branch of
GE's operations that came into its own during this period was the General Electric Credit
Corporation, founded in 1943.
Major changed that took place were as follows:

 Mergers and Acquisitions:

In 1980s General Electric acquired Calma and Intersil for the purpose of factory
automation. They also ventured with Hitachi Ltd. Of Japan for the manufacturing of
industrial robots, on which they spent $300 million. In 1986, GE acquired Radio
Corporation of America (RCA) for $6.4 billion which helped them to commence
operation in broadcasting field in full force. In 1992, GE signaled its intent to step up
overseas activity with the purchase of 50 percent of the European appliance business of
Britain's General Electric Company (GEC). Acquisitions In late 1990s centered on two of
the company’s growth initiatives: services and globalization. In 1996, the GE Appliances
division acquired a 73 percent interest in DAKO S.A., the leading manufacturer of gas
ranges in Brazil. GE Capital Services expanded in Japan through the 1996 purchase of an
80 percent stake in Marubeni Car System Co., an auto leasing firm; the 1998 acquisitions
of Koei Credit and the consumer finance business of Lake Corporation; and the 1998
formation of GE Edison Life following the purchase of the sales operations of Toho
Mutual Life Insurance, which made GE Capital the first foreign company involved in the
Japanese life insurance market.Overall,GE spent around $30 billion in the acquisitions of
130 European firms.

 Restructuring:
In 1990s, under Welch’s leadership, GE aimed to cut costs by reducing errors or defects.
For this they adopted ‘six sigma’ quality control program. 1999. The Company continued
to restructure as necessary by closing redundant facilities and shift production to
cheaper labor markets. During 1999, GE adopted another growth initiative, e-business.
 In November 2000 Jeffrey R. Immelt won the
succession battle and was named president and chairman. Immelt, who joined GE in
1982, had most recently served as president and CEO of GE Medical Systems, a unit with
revenues of $12billion. Immelt's two chief rivals in the race to become only the ninth
CEO in GE's long history, W. James McNerney Jr., head of GE Aircraft Engines, and
 Robert L. Nardelli, head of GE Power Systems, soon left the company to become CEOs of
3M Company and Home Depot, respectively.

 Changing the structure:

Under Welch, GE eliminated several layers of management and large numbers of
administrative positions. In particular, Welch disbanded GE’s sectors, requiring the
leaders of GE’s 13 businesses to report directly to the CEO. The office of the CEO was
expanded, and a Corporate Executive Council (CEC) was created to provide a forum for
GE’s business-level chiefs and senior corporate officers. Further organizational layers
were eliminated both at headquarters and within the businesses.Decision making was
pushed down to the operating units now down in some businesses to four layers from
the top to the bottom. Welch’s ruthless attack on bureaucracy and administrative costs
earned him the nickname “Neutron Jack” – the building remained, but the people had
gone.

 Modification of human resource management:

The key to GE’s long-term development and performance was the development of its
management talent. GE had a well-developed system of management appraisal and
development which Welch retained. He believed that giving managers greater profit and-
loss responsibility earlier in their careers would be conducive to an even greater flourishing
of managerial talent. But to encourage risk taking and higher levels of performance
aspiration required more powerful incentives. Welch redesigned the bonus system to reach
deep into middle management. The bonuses became much more discriminating. The typical
10 to 15percent bonuses for senior managers were replaced by 30 to 40 percent bonuses
for far fewer managers. In addition, stock options were extended from the top echelon of
management to a much wider range of managerial and technical employees. By 1996,
Welch was able to report that the number of employees receiving stock options had
increased from 400 in the early1980s to 22,000 by the end of 1995.

 Work Out:
 The idea for GE’s “Work-Out” process began with the no-holds-barred discussion
sessions that Welch held with different groups of managers at GE’s Management
Development Institute at Crotonville, New York. Impressed with the energy and impetus
for change that these sessions generated, Welch initiated a company-wide process
called “Work-Out.” Work-Out has a practical and an intellectual goal. The practical
objective is to get rid of thousands of bad habits accumulated since the creation of
General Electric.The second thing to be achieved, the intellectual part, begins by putting
the leaders of each business in front of 100 or so of their people, eight to ten times a
year, to let them hear what their people think. Work-Out will exposé the leaders to the
vibrations of their business – opinions, feelings, emotions, resentments, not abstract
theories of organization and management. Ultimately, it is all about redefining the
relationship between boss and subordinate. These Work-Out sessions create all kinds of
personal dynamics. Some people go and hide. Some emerge as forceful advocates. As
people meet over and over, though, more of them will develop the courage to speak
out. This process will create more fulfilling and rewarding jobs. The quality of work life
will improve dramatically. Initially, Work-Out focused on eliminating bureaucratic
practices (“low-hanging fruit”). Over time, Work-Out sessions evolved to the evaluation
and redesign of complex cross-functional processes – often involving suppliers and
customers as well as GE employees.

 Boundary less Organization:

Welch reacted strongly to descriptions of GE as a conglomerate. But for GE to be greater

than the sum of its parts required utilizing its product and geographical diversity to
improve performance within each business. The key to transforming diversity into
strength, believed Welch, was the frictionless transfer of best practices and other forms
of learning within GE. But to achieve this required eliminating – or at least making
permeable – GE’s internal boundaries, as well as increasing openness to external
learning. By 1990, Welch was developing the vision of a new GE organization that would
be a truly “boundary-less “company. Unbounding GE required changes in structures,
attitudes, and behaviors that would permit the “integrated diversity” that Welch
envisaged.

DRIVERS FOR CHANGE:

 Controlling bureaucracy:
One of Welch’s signature concepts and the one term most closely associated with the
GE leader. To spark productivity and break down the walls that he felt were killing the
company,Welch sought to topple every barrier: internal barriers, such as those between
functions (sales and manufacturing), and external barriers, such as anything that got
between GE and its customers and suppliers. Any wall was a bad one, insisted Welch. In
a boundary less organization, information flows easily. There is nothing to impede the
seamless transfer of decisions, Ideas, people, etc. Boundaryless behavior helped GE to
rid itself of its century-old bad habits of rigid hierarchy and bloated bureaucracy.
Anything that limited the free flow of ideas and learning was destructive, Welch said,
and he spent two decades taking aim at GE’s bureaucratic ways.

 Lack of Sharing information:

There was the communication gap between top management and lower management.
They did not talk with each other, the goal was not clear to them.So there was a need
arise to adapt to the change so that every one understand the goal and objective of
organization.

 Winning competitive advantage:

As the competition was growing day by day and GE was lacking behind, so there was a
need to adapt to the change. GE has to minimize the disturbance when this transition
ocuurs not only at the top but throughout the entire organization.

 For expanding the business:

As for competitive advantage jack has to expand his business, so for it he globalized his
business With more than 350 businesses, many faring poorly, his first task was to attack
the problems plaguing weaker domestic businesses (i.e., the hardware phase:
restructuring,delayering, downsizing, etc.). Once the hardware phase was behind
them,Welch could focuson making GE a truly global organization.
  Advancement of Technology:
As the tech. was growing day by day, so for retaining itself in competitive world, they
have to adapt the change. Welch used internet initiative. As part of GE’s e-
Initiative,Welch recommended that every process be digitized. The GE CEO sees this as
yet another important step in making the company faster and more agile.

BARRIERS THAT OCCUR DURING THE CHANGE:

Anything that hampered performance or open communication was to be torn down. Welch’s
initiatives were designed to erase the barriers that proliferate in large organizations: horizontal
barriers, vertical barriers, and external barriers. Welch urged employees to “blowup”
bureaucracy and knock down every boundary. Much of what he did in the 1980s, from
delayering to Work-Out, was explicitly designed to remove barriers. Welch was fiercely
committed to removing any speed bump that slowed the company down. His strategy of
boundarylessness was specifically designed to remove the boundaries that separated GE
workers from new ideas, customers, and each other. He despised turf battles and
other“silolike” behaviors that kept GE mired in the past. Even in his final year as CEO, Welch
spoke of the importance of “blowing up” every boundary that keeps individuals and
organizations from reaching their full potential.
Organizations which have a balanced and harmonious combination of will, focus and capability
seems to fare best when faced with surprise and rapid change. As an analogy, top players of
golf, baseball or cricket seem to perform even better after clearly focusing and carefully
establishing a mental “centre” The skills and capability to play the sport well are obvious
prerequisites.
There are two types of barriers,one is horizontal barrier & vertical barriers.

Horizontal barriers: 
These are the debilitating boundaries that isolate separate groups within
the company, such as sales and manufacturing. Horizontal barriers also refers to geographic
walls that exist, such as between Seoul and Sidney. With programs like Work-Out and
Globalization, Welch tore down these unnecessary barriers.

Vertical barriers:
Barriers had no place in Welch’s boundary less organization. Vertical barriers are those layers
that added bureaucracy and put more distance between executives and employees. When
Welch became CEO, there were nearly a dozen layers between CEO and the factory floor. He
delayered, chopping the wedding cake hierarchy down to only four or five layers.

Re-shaping GE for the Future:

Through the Organizational Change and Development in GE Jack Welch has tried to recast GE
for decades to come, spending big bucks to create the new infrastructure on innovation,
increasing GE's global research facilities, repairing the GE research center and investing in new,
cutting-edge R&D centers. Current CEO Jeffery Immet, on the lines of Jack Welch aims at
creating managers, who must look to lead industries rather than merely follow demand. And
they must be leaders who are experts in their business and intensely passionate about what
they're doing.

Conclusion:
By introducing the Organizational change in General Electronics Jack Welch has generated very
few simple ideas, such as breaking down hierarchies, ensuring free information flows
throughout the organization, and encouraging people to talk, listen and be open to new ideas.
Welch succeeded in transforming a complacent behemoth into an energized company ready to
face world competition. By flattening the organization and by removing unnecessary layers of
bureaucracy, he liberated employees and empowered them to make decisions and affect their
jobs, as well as the company as a whole. An additional sense of empowerment was relayed
through various communication, training and motivation mediums, such as the “Work-Out. By
introducing structural organizational changes, Welch created and opened communication
channels at GE, allowing for unprecedented networking, teamwork, and openness to take place
at GE.
BIBLIOGRAPHY:-

 www.ge.com/in
 en.wikipedia.org/wiki/General_Electric
 www.1000ventures.com/business
 www.references for business.com/history