By: Kennya Leal Chris Lage Richard Orsi Alexandra Pagliuca Dan Wales Jack Welch General Electric

"Neutron Jack"

Early Life Born in Peabody, Massachusetts. Father was a Maine Railroad Conductor. Mother was a Housewife.

Education Jack attended Salem High School. Graduated from UMASS Amherst in 1957 with a B.S. in Chemical Engineering. Graduated from the University of Illinois in 1960 with a M.S. and Ph.D. also in Chemical Engineering.

Early Jobs Joined General Electric in 1960 as a Junior Engineer in Pittsfield, MA. Very disapointed with strict bureaucracy within General Electric, and planned to leave. Named Vice President of G.E. in Named Senior Vice President in Became Vice Chairman in Hit his peak as CEO in The youngest chairman and CEO in history of G.E.

Management Style

Looking up to Jack

“You Can’t grow long term if you can’t eat short term” – Jack Welch Made it to the top despite his working class background Set a new model for the corporation

He increased the market value of GE from $12 billion to $280 billion Has created more share holder value than anyone in history. Reshaped GE with more than 600 acquisitions and pushed to enter newly emerging markets.

Fierce believer in the power of his people Created informality at a big company Manages GE like a small organization

“He’s able to get people to give more of themselves because of who he is. He lives the American dream. He wasn’t born with a silver spoon in his mouth. He got himself out of the pile. He didn’t just show up” - Brian Nailor

Jack Welch Style: Where does it come from?

Jack Welch No Nonsense Management Clearly Define the Goals Field Only the Best Team Eliminate Bureaucracy Develop People – Reward Their Success Cut Losers Remain Agile Play to Win

Historical Significance: Theories and Concepts Elements of Management Jules Henri Fayol ( ) William H. Newman ( ) George R. Terry ( ) Douglas McGregor ( ) Peter F. Drucker ( ) Organizational Structure Chester I. Barnard ( ) Leadership and Motivation Abraham Maslow - Hierarchy of Needs David McClelland ( ) – “Needs Theory” “Equity Theory” James McGregor Burns (1918-) – “Transformational Leadership”

Elements of Management Function of Management Plan Organize Command Coordinate Control Key Factors: Management Skills can be Trained Eliminate Incompetent Employees Foster Unity, Energy, Initiative, & Loyalty Theory Y Management by Objectives

Organizational Structure Chester I. Barnard ( ) Define Organizational Purpose Communication Group Dynamics - Recruiting “Informal” Environment – High Morale Recognition and Rewards Maintain Performance and Training

Leadership and Motivational Influences Leadership and Motivation Abraham Maslow - “Hierarchy of Needs” Esteem Self Actualization David McClelland ( ) – “Needs Theory” Power Affiliation Achievement “Equity Theory” James McGregor Burns (1918-) – “Transformational Leadership” Change Leadership Employee Empowerment

Continuing to Leave Footprints In Business Leadership

Jack is Business Jack Welch LLC. A partner for the private equity firm Clayton, Dubilies and Rice. Consultant for Interactive Corp Jack also contributes to a couple business television networks such as MSNC and CNBC.CNBC Jack and Suzy also have their own website that offers a variety of helpful resources related to business management.

Professor Jack Welch January 25 th, 2006 Sacred Heart University Business became the John F. Welch College of Business. September, 2006 MIT Sloan School of Management. July, 2009 Jack Welch Management Chancellor University in Ohio.

Written by Jack Welch Winning was a book he co-wrote with his wife Suzy Welch Winning the answers: confronting 74 of the toughest questions in business today “Jack, straight from the gut” #1 National Best Seller List. “ The Welch Way” a weekly news column “ The Welch Way” co-written by Jack & Suzy Welch. Published in approximately 45 various business magazines

The Living Business Legend

Summary Jack wants people to become the best leaders they can be. Jack

WHAT LEADERS DO -Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence. -Leaders make sure people not only see the vision, they live and breathe it. -Leaders get into everyone's skin, exuding positive energy and optimism. -Leaders establish trust with candor, transparency, and credit. -Leaders have the courage to make unpopular decisions and gut calls. -Leaders probe and push with a curiosity that borders on skepticism, making sure their questions are answered with action. -Leaders inspire risk taking and learning by setting the example. -Leaders celebrate. - Adopted from "Winning" by Jack and Suzy Welch (HarperCollins) Thank You! Are there any questions or comments?

Resources