Managing Activities to Achieve Results

Outcome 11

1.Culture of GE1

Handy Model1

Deal and Kennedy Model2

2.Mission Statement2

3.Components of a Process2

4.Matrix Management3

Outcome 24

1.Work Breakdown Structures4

Value4

Role5

Use5

2.Planning at Strategic & Tactical Level6

Tactical Plan6

Operational Plan6

3.Management by Objectives7

4.SMART Goals7

My Career Objectives8

5.Value of Customer Satisfaction9

Outcome 39

1.Total Quality Management9

2.Differences between QA and QC11

Focus11

Goal11

Statistical Techniques11

3.Cost of Quality12

External Failure Cost12

Internal Failure Cost12

Inspection (appraisal) Cost12

Prevention Cost12

4.DMAIC13

Outcome 413

1.Health & Safety at Workplace13

2.Cost of Accidents15

Outcome 516

1. Impacts on Operational Planning16

Supply-Chain Defects and Recalls16

Governmental Policies16

Physical Location16

Commodities17

Natural or Artificial Disasters17

2. Positives and Negatives of JIT17

3. Importance of Coordination18

4. Line Function and Support Function19

References20

Managing Activities to Achieve Results

Outcome 1

1.Culture of GE

The official website of General Electric describes the culture that is promoted in the company. It includes volunteerism, responsibility, integrity and creativity. Diversity and inclusiveness are also promoted in the company in order to have a competitive advantage.

Handy Model

According to Charles Handy, there are four types of organizational cultures that can be described as

Power

Role

Task

Person

From the analysis of GE culture, it is clear that Role culture is followed at the company. This culture focuses on the allocation of work and responsibility handling instead of the personalities of the individuals. The culture also symbolizes the strong functional or specialised areas. There exists a high degree standardization and formalization. GE provides the security and ability to grow under this culture and also rewards the employees for the performance.

Deal and Kennedy Model

The four cultures according to this model are:

Work-hard, play-hard culture

Tough-guy macho culture

Process culture

Bet-the-company culture

The two dimensions that influence the culture of the organization are feedback and reward and risk. The feedback and reward at General Electric is rapid while the risk associated with the business is low. Under these circumstances, the company fall under the Work Hard, Play Hard culture.

2.Mission Statement

The mission statement of any organization depicts primary functions of the business. The key functions identified in the mission statement are:

Aim of the organization

How the organization provides value to the stakeholders by offering unique products and services. These stakeholders include the customers, shareholders, employees etc

The core purpose of the organization that shows the reason why the business exists

3.Components of a Process

The three basic components of a process are input, output and conversion source. The three components are logically connected, and each has own importance. In a process cycle, input resources such as money, energy, individuals and machinery follow a sequence of interdependent activities. The second component is the conversion of input to generate required results. The conversion can consist of multiple stages. Key factors that matter in this component differ from one organization to another. The final component is the output where desired results are achieved.

4.Matrix Management

The matrix management is an efficient way of employee management when the employees have more than one reporting line. In this way, the people belonging to different departments who have similar skills for a specific project are utilized from one manager in order to product effective results. The term also refers to management of cross functions. Matrix management has many advantages including the flexibility to the manager of using skilled resources according to project ...