TITLE

The GE Workout

AUTHOR(S)
Ulrich, Dave; Kerr, Steve; Ashkenas, Ron
PUB. DATE
January 2010
SOURCE
GE Workout - Business Book Summaries;2010, Vol. 1 Issue 1, p1
SOURCE TYPE
Book Summary
DOC. TYPE
Book Summary
ABSTRACT
s326 pp. The McGraw-Hill Companies, Inc. 2002 Employees at GE have a deeply engrained and internalized process for addressing and solving the company's problems quickly, simply, and with the involvement of people who will ultimately carry out the decision. In The GE Work-Out, Dave Ulrich, Steve Kerr, and Ron Ashkenas describe how GE has eliminated bureaucracy and solved organizational problems using a simple set of concepts and tools. The main parts of a Work-Out are plan, conduct, and implement. During the planning stage, a senior leader organizes a small "design" team to determine the key issues to be tackled, identify participants, communicate expectations of what people will do at the Work-Out event, and prepare business leaders for their role. The Work-Out event will last two to three days. It usually consists of five sessions: Work-Out introduction, small-group idea generation, whole-group idea assessment, small-group recommendation development, and final-decision session (the Town Meeting). The final stage of the Work-Out cycle implements the action ideas. The implementation process includes getting the word out Town Meeting decisions, supporting project owners and teams, and tracking project progress. For Work-Out to have a lasting impact, it must move from the experimental stage and become embedded in company programs and activities. Moving Work-Out from pilot to program requires 12 key decisions. Approach Work-Out as an adjective, rather than a noun. Stack the deck for success. Use facilitators to show the way. Build in enough support. Help managers get ready to deploy Work-Out. Set specific Work-Out delivery goals. Publicize the successes. Align your actions with your commitment. Reach the tipping point. Resource your Work-Outs. Follow up and share knowledge. Apply Work-Out to other programs. The GE Work-Out is designed to help readers understand and implement a GE-style Work-Out. Through case studies, readers observe the steps that make the process...
ACCESSION #
47805995

 

Related Articles

  • The GE Workout (Book). Frost, Mike // HR Magazine;Oct2002, Vol. 47 Issue 10, p137 

    Reviews the book 'The GE Work-Out,' by Dave Ulrich, Steve Kerr and Ron Ashkenas.

  • THE GE WORK-OUT (Book). Alcott, Amos Bronson; Krishnan, Sandeep K. // Vikalpa: The Journal for Decision Makers;Jan-Mar2004, Vol. 29 Issue 1, p131 

    Reviews the book "The GE Work-Out," by Dave Ulrich, Steve Kerr and Ron Ashkenas.

  • The GE Work-Out. Beam, Henry H. // Academy of Management Executive;Nov2002, Vol. 16 Issue 4, p162 

    The article presents a review of the book "The GE Work-Out," by Dave Ulrich, Steve Kerr, and Ron Ashkenas.

  • how to lead a fast, simple work-out when you've never done it before. Ulrich, Dave; Kerr, Steve; Ashkenas, Ron; Burke, Debbie // Journal for Quality & Participation;Spring2002, Vol. 25 Issue 1, p30 

    Presents an excerpt from the book 'The GE Work-Out.'

  • INTERORGANIZATIONAL CONFLICT RESOLUTION: THE EFFECTS OF POWER AND TRUST. Twomey, Daniel // Academy of Management Proceedings (00650668);1975, p197 

    Empirical research was conducted to test effects of power and trust on conflict resolution. The 102 organizations studied were randomly drawn from the universe of independent wholesalers and retailers for a major tire manufacturer/distributor. The variable, power, is viewed as a function of...

  • Toward the Analysis of Conflict in Distribution Channels: A Descriptive Model. Rosenberg, Larry J.; Stern, Louis W. // Journal of Marketing;Oct1970, Vol. 34 Issue 4, p40 

    Little is known about the causes, measurement, management, and consequences of conflict in distribution and its effect on distribution channel performance. This article presents a descriptive model of the variables and interrelationships in the conflict process.The model suggests both a testable...

  • Strategies of Engagement: Lessons from the Critical Examination of Collaboration and Conflict in an Interorganizational Domain. Hardy, Cynthia; Phillips, Nelson // Organization Science;Mar/Apr98, Vol. 9 Issue 2, p217 

    Many writers advocate interorganizational collaboration as a solution to a range of organizational and intersectoral problems. Accordingly, they often concentrate on its functional aspects. We argue that collaboration deserves a more critical examination, particularly when the interests of...

  • Structural and Epistemic Parameters in Communities of Practice. Thompson, Mark // Organization Science;Mar/Apr2005, Vol. 16 Issue 2, p151 

    If communities of practice (Lave and Wenger 1991) are best understood as fluid social relations, enacted among a self-selected group of participants, then are they best left alone, free from "interference" by organizational managers and policymakers? Or are there ways in which organizations can...

  • How to Battle Boss Envy. Nickerson, Jackson // Government Executive;Mar/Apr2014, Vol. 46 Issue 2, p12 

    The article offers three strategies to keep the peace when staff members in an organization are passed over for promotion. It discusses how social comparison, which is regarded as part of human nature, may lead to an awkward dynamic in a work setting when one person is promoted and others become...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics