Analyzing GE's Succession Management: A Comprehensive Overview

This assignment explores GE's succession management system, evaluating its potential applicability to all organizations and analyzing its effectiveness. The student argues that the approach, which emphasizes leader development through job rotation, can benefit any organization by enhancing skills and expertise. The assignment also discusses the disadvantages of frequent job changes, such as increased costs and potential employee dissatisfaction. Furthermore, it examines why GE's succession management works so well, highlighting its focus on talent growth, learning culture, and leadership control over human resource management, ultimately facilitating effective leadership roles within the organization. The assignment concludes with a list of references supporting the analysis.

Running head: SUCCESSION MANAGEMENT
Succession Management
Name of student
Name of University
Author note

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Do you think GE’s approach to succession management would work for all
organisations? Why or why not?
The Succession management system is one of the major management system that
defines the management of organizational philosophies, practices and approaches required to
improve the reputation and image of the brand, furthermore ensure development of leaders
based on the organisational context. The management of successor means selecting the right
talented leader and ensure growth and development of theirs for enhancing the organisational
capability and derive positive outcomes all throughout (Rothwell et al., 2015). I personally
believe that the succession management would work for all organisations, because as it
centres on the growth and development of the managers and leaders, so they would be able to
gain the required skills, knowledge and expertise. This would also facilitate the development
of future leadership talent and at the same time, improve the performance of employees to
strengthen the talent pool and overall business performance. It should mostly work, because
of the immense experiences that the managers and leaders of the organisation would gain
from changing jobs, though achieving consistent growth and development at General Electric
(Ge.com, 2019).
What are the some possible disadvantages of moving people to new jobs every two to
three years?
Few possible disadvantages of moving people to new jobs everey two to three years
include the costly and time consuming. This could often make the managers or leaders
disgruntled and might even make them unable to resolve the issues and problems
furthermore. While moving from one job to another in a different location, the entire process
incurs a lot of time, money as well as effort and also the expenses are high for managing the
training and developmental sessions too. Few of the individuals working at GE could be

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comfortable with the current position and might not want to shift their job position through
job rotation (Munro, 2017). By putting pressure to them, they might feel discouraged and de-
motivated too. It though might not be feasible for every industries but could create errors and
flaws while learning new skills, knowledge and expertise (Daspit et al., 2016).
Why does GE’s succession management approach work so well?
The succession management approach has worked very well for General Electric
because of the ability to grow and develop talents and facilitate the formation of a learning
culture in action. This has allowed the managers and leaders of the organisation to engage
with the other companies with whom GE has been partnered with and this resulted in
generating ideas for the implementation of new practices and techniques. With the help of
this idea generation, it has further helped in the development of succession plans required to
manage the leadership roles and responsibilities effectively within the organisation (Ge.com,
2019). This approach has worked very well for the organisation because of the leadership
control over the various aspects of human resource management and at the same time, helped
in the promotion of managers and leaders of the organisation through job change (Gothard &
Austin, 2013).

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References
Daspit, J. J., Holt, D. T., Chrisman, J. J., & Long, R. G. (2016). Examining family firm
succession from a social exchange perspective: A multiphase, multistakeholder
review. Family Business Review, 29(1), 44-64.
Ge.com. (2019). GE | Imagination at Work. [online] Available at: https://www.ge.com/
[Accessed 8 Jun. 2019].
Gothard, S., & Austin, M. J. (2013). Leadership succession planning: Implications for
nonprofit human service organizations. Administration in Social Work, 37(3), 272-
285.
Munro, A. (2017). Practical succession management: how to future-proof your organisation.
Routledge.
Rothwell, W. J., Jackson, R. D., Ressler, C. L., Jones, M. C., & Brower, M. (2015). Career
Planning and Succession Management: Developing Your Organization's Talent—for
Today and Tomorrow: Developing Your Organization’s Talent—for Today and
Tomorrow. ABC-CLIO.