Interview with Dennis Dammerman, chief financial officer, General Electric Company

Article Abstract:

General Electric (GE) Company CFO Dennis Dammerman discusses performance measurment in the context of his firm. He emphasizes the importance of financial measures in GE, but stresses other considerations as well, such as customer, employee and community welfare. Performance measurement and management is paradoxical in the sense that managers have to strike a balance between the former short-term, quantitative priorities and the latter long-term, qualitative goals. He does not agree however, that the exclusive pursuit of qualitative objectives will, as a conseqence, lead to financial success. Nevertheless, GE is also concerned with process evaluations, especially the minimization of cycle time. Efficiency in such areas is measured via strategic and line reviews. According to Dammerman, the essence of GE's management of performance is captured in the loose-tight approach.

Electric services, Motors and generators, Aircraft engines and engine parts, Officials and employees, Consumer electronics industry, Interview, General Electric Co., Chief financial officers

---

Knowing and doing: tacit skill at work

Article Abstract:

The tacit nature of skill and of knowledge levels at work brings an added dimension to skill performance. Distinct to tacit skill is its development through direct experience. Tacit skill holds potential as a source of untapped knowledge and ability, and could assist in formal skill training through the use of informal and difficult articulation, characteristic of tacit skill, in achieving performance goals. Decisions concerning human resources management requires an understanding not only of the formal and specified requirements of job performance but also of the tacit dimension. As a result, personnel managers are placing greater emphasis on tacit skill in the development of training programs for enhancing work performance and increasing organizational effectiveness.

Organizational effectiveness, Life skills

---

BT's wheel of fortune

Article Abstract:

'Shepherd's Wheel' is one of the most important factors that helped made British Telecommunications PLC (BT) successful in attaining a results-oriented organizational culture. This planning model was designed to help companies assess how far they have gone in achieving organizational goals. 'Shepherd's Wheel' addresses six important result areas: profit/financial viability, quality of product or service, customer satisfaction, productivity, staff commitment, and change. BT people have now grown accustomed to thinking in terms of results, which are used to determine performance.

COMMUNICATION, Models, Telecommunications services industry, Telecommunications industry, British Telecommunications PLC, Business planning, Industrial management

Similar abstracts:

• Abstracts: European works councils and the UK. Organisational change in Bonas Machine Company. Manufacturing requires long-term focus
• Abstracts: Rising to the European challenge. Report from Argentina: remuneration
• Abstracts: Use of experts: implications of Howard v. Shay for fiduciary duties in ESOP transactions. Current issues in the valuation of ESOP-owned securities
• Abstracts: Lessons from South Africa: unions, democracy and economic liberalization
• Abstracts: Retention and reward of the high achiever. Devolution of job evaluation at the BBC

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.