Creative and innovative management in General Electric cooperation

Introduction Management is doing things right, lead is doing the right things (Pascale, 1990)John Kotter (1996) define shell outment as number of procedures which can keep the hard fundamental interaction between individuals and technology moving efficiently. He identified several phases of this complex interaction, precisely the close to of import pieces argon considered to be the cookery, budgeting, organising, staffing, controlling, and problem resolving power. Similarly, leading has been defined as a set of processes that creates validations in the scratch place or adapts them to significantly changing circumstances. Good attractership can help draw a picture for the future, keep going stack with that vision, and motivate them to pass all the obstacles to achieve the targets. Basically, effective management and leadership can lead an organisation to in(predicate)ly achieve its targets. draws are people who inspire with clear vision of how things can be do be tter (Slater, 2001). As personality traits, leadership and management possess many an(prenominal) similarities. Both need a certain level of influence, the ability to shape as a team with a variety of people, as strong as the skill to set goals and manage them realistically. Nevertheless, these two traits might be considered very diametric in when looking at different field of expertise. Though leadership and management sport been around for centuries, the actual compartmentalization and concept of both leadership and management have only been develop in the last 100 years. The key functions of managers have been classified by the theorist Henri Fayol (1949) as Planning, organising, commanding, coordinating and controlling. Good leadership motivates individuals to do allocated chores pass oningly, competently and successfully. Leadership can improve peoples mathematical operation at work, thus encouraging them to work harder and achieve high select results. This increases not only job gratification at personal level, but also carrefourivity at follow level. Managers can create a positive and encouraging work atmosphere by making the employees take in their responsibility for the work, as well as their role in externalizening and control. As such, managers can create a positive outlook in their teams. This sense of responsibility at employee level is required to develop and wax a commerce.Leadership is management job Deming (1997). To be a successful manager, one should take into account six important points concerning quality and competence. These allow leadership skills as well as management skills, and they are the groundwork for each managerial position. The pursual list contains additional skills which answer a good manager Building a trusting working environment Promoting a productive atmosphere without fear of change Ensuring the highest quality results are achieved in order to meet the ineluctably of clients Ensuring up to date training is available and making certain clear communication channels are active to support informed stopping points Ensuring all results and activities are completed at bottom planned financial and time limits, whilst guaranteeing quality Utilising the position of influence to swing and motivate, as well as achieving personal goals. This aspect of self-management is important as a manager is oftentimes seen as a role pretense.Types of Leadership StyleLeadership style can be depict asAutocraticAutocratic leaders often have the following characteristics Leader sours decisions without reference or reference book with others Leader wants to have the terminal say and considers himself the most important person in any consultation Due to the limited consultation, the leader might reduce morale and esteem among other members of the team This type of leadership may be effectives in cases where a quick and bold decision is required.DemocraticDemocratic leaders often have the following characteristics Leader thinks in their team and they charge up others to engage in the decision-making process Leader believes that all employees are answerable for the success of the work, and thus ownership of the work may be emphasised end-to-end the organisation Leader takes the view of others into account and all applicable parties are consulted before final decision are made Leader lead try to convince or persuade others of his thoughts when a decision has to be made Leader may help the motivation and oecumenical morale in the work place through active stake of employees -Through the leaders efforts, the employees have a sense of belonging to the companys reports and ambitions Leader helps develop progressive ideas and development within the blood line.3. PaternalisticA paternalistic leader often has the following characteristics The leader considers himself a fo below figure and acts in this manner Leader does not always carry other people in d ecision-making The leader considers it important to guide and support the staffCase studyIn this case study we will look Jack Welch, a well-known and influential business leader of the 20th century. Mr Welsh was the Chairman and Chief Executive Officer (CEO) of usual Electric Co. (GE) and he is considered a very good example of a born leader. During the 41 years he spent working with GE, he helped transform the company into a very successful, productive and thus blue-chip business. As a CEO, he is renowned for his imaginative and innovative leadership style. Jack Welsh commenced his career at GE as a Junior Engineer in 1960, just after receiving a doctorate in chemical engineering from the University of Illinois. Not long after commencement work at GE, Mr Welch accepted a different offer from world(prenominal) Minerals and Chemicals, as he was not satisfied with the bureaucracy at GE. However, this plan never materialised as Reuben Geutoff, an executive at GE at the time, p ersuade him to stay and helped reduce the bureaucracy. As such, Jack Welch remained with GE, and gradually progressed through the company, from principal of the plastics division in 1968, to group executive in 1973. Only cardinal years after starting at the company, Mr Welch became the youngest CEO at GE to date. During this time working in this post, the company grew from a relatively subatomic manufacturer of light bulbs and simple electrical appliances, to a multi-billion industrial accumulate by the turn of the century. Over 900 acquisitions, worth several billion dollars were under his supervision, and made the company several more billion dollars through the sales agreement of part of businesses.The innovation management processOne of Mr Welchs most important skills was the fact that he was an intuitive strategist. Intuitive leadership sensitively opens opportunities for personal expansion among high value executives, enabling them to connect with and run across the hidd en distinctions of transformational change that exist within themselves. For example Implementation the act of prospective ideas into a new product or service, or resulting in a change in a process. Acquiring the combination of brisk as well as new knowledge and insight, both from the organisation itself as from external sources, to find an answer to the problem. Executing turning selective development into a product, which can then be marketed and launched. Launching Show the product to the market and get word acceptance or adoption Sustaining Ensuring the use of the render in the longer term Learning Using the project wheel around to develop, improve and change the manner in which the project is managed The streategy used by Mr Welch provides an opportunity to reduce unessential rules and continually question the development of different rules, as well as implement a new social structure or alter the way in which the organisation operates. Such changes may be necessa ry because the organisations circumstances have changed or it is taking on new activities. Mr Welch was known as a prominent communicator, skilled at building trust between staff throughout the organisation. At the same time, he was highly agonistic. He believed that management should stir sure that new ideas are encouraged and that obstackles be removed from product advancement. Companies should create a setting where staff-led initiatives are promoted, and where training and innovation was available to all that worked there. As a result of his competitive edge, Mr Welch believed such innovative projects should be carefully controlled and managed within the company.Innovative ideas can originate from anywhere in an organisational structure, but it is recognised that developing the raw idea to an implemented idea needs careful support. Managers should be provided the opportunity to be creative and try out new ideas and concepts (within pre-considered risks). Of course the manage r should remain responsible and as such the project should be implemented with consideration for time and budgets. Companies should ensure they have the capacity to accurately envisage potential risks and opportunities, and have the ability to act on any necessary changes. As such, they should ensure that their administrative rules provide support to the innovations in the workplace, instead of providing red-tape which may sustain back ideas. It is important for leaders to have vision, authority, but it is more important for them to reach out to individuals all along the chain of command to make sure that everyone feels involved in the process of change. Leaders who dont do this, and attempt to impose their vision from the top-down instead, might manage to achieve something that looks like their vision, but which is essentially empty.To persuade stakeholders of the benefits of a creative and innovative idea, one must adopt a variety of approaches to make the ideas appear powerful and compelling. If the ideas you are promoting are congruent with your core beliefs and values, it will be easier to promote them with true passion. Hence, it is important to first consider as to why a particular change or improvement needs to happen, and also how you see this happening. The change will only happen if you real believe in the results. The following notes can be used for instruction 1. Get all the facts behind your idea 2. Link humen emotions to the facts supporting your idea 3. Describe your idea and support it by example 4. Create a clear implementation roadmap 7. Be ready for any questionsConclusionMr Welch had a democratic style leadership- he was greater communicator and he shared information with his colleagues and employers. It is considered very important to include the employer in sharing information, as it if often the higher level managers who interact on a grimace to face level with the customers, and thus they need to have access to all necessary fact s. Mr Welch had the ability to make decisions and change the rules and he possessed the has the spirit of competition. This competitive edge helped push the business towards success and his intuitive strategies helped lead the company accomplish a wide set of goals and targets. As a business leader, Jack Welch was able to work in harmony with the larger business entity and his specific business characteristics made him a successful business leaderRecommendationI recommend that those who want to become great leaders like Jack Welch, build on their charisma. Every leader wants to be an excellent one, and follow in the footsteps of a good example, I believe Jack is very good example to follow.