Date post: | 05-Dec-2014 |
Category: |
Business |
Upload: | aun-falestien-faletehan |
View: | 6,341 times |
Download: | 3 times |
The Corporate University in
General Electric Company
_Aun Falestien Faletehan_
presented in University of Canberra, 2007
GE runs 6 strong businesses
GE
Industrial
GE
Money
GE
Healthcare
NBC
Universal
GE
Infrastructure
GE Commercial
Finance
GE
Headquarter
Founded in 1892, GE is a multinational American technology and
service in Fairfield, Connecticut, United States of America
America‟s most admired company in 2007
(Fortune Magazine)
Global Locations _ 160 Countries
with more than 100 subsidiaries
Has a strong root with Thomas Alva Edison‟s heritage
Products and services:
Aviation, Electricity, Media and
Entertainment, Finance, Energy
Gas and wind Turbine, Oil,
Appliances, Industrial Automation,
Lighting, Medical Imaging
Equipment, Medical Softwares,
Motors, Plastics, Railway
Locomotives, Water, Healthcare,
Security , etc.
o Total worldwide employees : 310.000 (Januari 2007)
o GE invests about $1 billion annually on training and
development programs .
o GE‟s corporate university; John Francis Welch Leadership
Center at Crotonville.
“We build great people, who then build great products and services.”
former GE CEO, Welch (1999)
Training and development
o GE is ranked first among other famous companies
in term of people management
(Fortune Magazine)
The framework of Corporate University (CU)
o The CU generally is a function
of the human resource
department (Lenderman and
Sandelands, 2002)
o The CU is for continuous
learning, training and
development (El-Tannir,
2002)
John F. Welch Leadership Center
Established in 1956, the 53-acre
corporate learning campus is America's
first Corporate University and a symbol
of GE's commitment to learning.
Historically, the institute was renamed
in 2001 to honor the former CEO; Jack
Welch‟s pending retirement after 20
years of service. The previous name is
just GE‟s Leadership Development
Institute
Each year, thousands of GE people
from entry-level employees to
highest-performing executives come
to Crotonville.
GE‟s Crotonville is a change agent
in the culture and to drive
performance in GE
It is planned to accelerate
learning for high performing
employees, using a variety of
methods from
e-learning to action learning,
from boot camps to leadership
summits.
John F. Welch Leadership Center
A core curriculum is managed at
a corporate level
Roles:
• Transferring knowledge
• Enhancing corporate
culture
• As a venue of global
meeting
• Career transition point
Transferring knowledge
o Blass (2005) argued that the
establishment of a CU can
facilitate the establishment of a
knowledge management system
o It should be congruent with the
new modes of „knowledge
creation‟ and „knowledge
sharing‟ as a learning process
within an organisation (Paton,
Peters, Storey and Taylor, 2005)
Regulars workshop to
ensure the process of
transferring knowledge
among employees
“The pit”; a forum where
leaders from the separate
companies owned by GE
gather to discuss major
organisational initiative in
a free-flow format.
o Organisational development
and individual development
(Dealtry, 2002)
John F. Welch Leadership Center
6-Sigma Quality Program
Core Leadership
Development Program
Enhancing corporate culture
o One advantage of the CU is to
aid maintenance of a
corporate culture even when
spread over diverse local
cultures. It can also help to
shape an organisation‟s
culture (Blass, 2005)
GE‟s Work-Out program
• to create a culture of
speed, simplicity and self-
confidence consistent with
continuous improvement
• It emphasises on boundary-less
culture, empowered
teamwork, building trust, and
collect GE‟s people regardless
of position
• It involves group meetings of
40 to 100 employees picked
by management from all
functions for meetings within
two or three days
John F. Welch Leadership Center
As a venue of global meeting
Crotonville is a glue that holds GE
together (Welch, 1999)
It serves as a megaphone for the GE
culture. As an important management
forum, it provides a means for key
executives to stay in touch with the
whole of workforce, to sense the mood
of employees, and to view the skills of
participants in a real-time learning
experience
It is place for global coordination and
integration
John F. Welch Leadership Center
Career transition points
GE‟s Crotonville is
organised around the
concept that there are
“moments of
opportunity” in any
career
o Establishing a CU may
make the company more
attractive for talented
individuals who need to
know that their career
development is well-
managed (Development
and Learning in
Organizations, 2005).
John F. Welch Leadership Center
John F. Welch Leadership Center
Career transition point
Analysis
o Knowledge-sharing
process may become
knowledge limiting, by
placing artificial
boundaries around the
knowledge in the
organisation by
creating, for example,
a curriculum
(Blass, 2005)
In-house training
department for in-
house participants
Centre of knowledge
sharing and
continuous learning
A change agent in
culture and to
drive performance
Guidelines of training
and development for
all GE‟s employees
worldwide
Conclusions and Recommendations
The corporate university is an excellent place for training and
development in multinational companies
GE may be one great example of MNCs which succeed to focus on their
workforce development by setting GE‟s Crotonville as a venue for
sharing and creating knowledge, shaping organisational culture,
providing a place of global meeting and indicating career development
GE‟s Crotonville is the first pioneered corporate university and more
recently such a model for continuous learning and training employees
has been adopted by a large number of corporation worldwide
It is recommended for multinational companies to establish the
corporate university
Curriculum is important, but employees creativity is more significant
to bring organisational success
Questions and Advice