Artieda 2011

When Jack Welch became the CEO of General Electric, in 1981, the invoicing of the company age of US$ 25 billion, with US$ profit 1,5 billion. In 1999, the sales had reached US$ 112 billion, with profit in the house of the US$ 11 billion. In 2000, with the acquisition of the Honeywell, the sales had reached US$ 136 billion and profit US$ 13,5 billion. Criticized for ones (mainly in result of the reduction of the number of used), admired for many (considered ‘ ‘ the executive of sculo’ ‘), GE with Welch was palco of great strategical innovations, as its objective of only participating of markets where it could be in first or according to place (later substituted for the concept of redefinition of the business vision), the 6-Sigma program (when the results of the traditional programs of quality revealed unsatisfactory), e-business and the Work-Out (incentive to the participation of the employees). In the book Get Better Or Get Beaten, Jack Welch defends that the company controllers must to manage less, therefore this means to manage (using the word better ‘ ‘ gerenciar’ ‘ in generic direction, ‘ ‘ management’ ‘). this is the paradox of the management. Normally the heads, controlling, directors, etc., confuse its activity with being able, supervision, watching if the employees are working. It is added this the necessity of the same ones in if keeping busy, ‘ ‘ to give exemplo’ ‘ , to reveal important..