GE Aviation Division, Aircraft Engines This paper discusses General Electric Corporation (GE), specifically the arm which focuses on the production of aircraft engines. Until 2005, the GE Aviation division (GEA) operated under the designation of General Electric Aircraft Engines (GEAE). We will analyze GEA from a product standpoint, as well as from a business operations standpoint. We will firstly discuss the beginnings of GE as a maker of aircraft engines. We

Aircraft Purchasing Plan An aircraft purchase plan is a plan designed by an organization, a corporate company or an individual with the aim of acquiring an aircraft. The design of the plan matches the buyer's specifications and needs. The acquisition plan must match the buyer's monetary resources. The resources that one has, determines the aircraft that one can purchase. The purchase plan should be consistent with the goals of the buyer

General Electric Company (GE) is a multinational company that operates in more than 116 countries in North America, Europe, and Asia. The company specializes in the production of diversified industrial products, and is organized along 11 businesses such as Energy, Transportation, Infrastructure, Commercial and Consumer Finance, Equipment Service, etc. Over the years, GE has recorded financial success. In 2011, Fortune ranks General Electric as the 7th largest company globally, 13th

Jack Welch and his management at GE. Specifically, it will include some of the changes Jack Welch brought to GE. Jack Welch transformed General Electric Corporation (GE) from a mostly American company that was losing money in many areas to a global corporation that is one of the most admired in the world. Welch brought a variety of changes to the organization, and reinvented how many companies do business. Jack

Stakeholder management is also defined through a series of escalation processes to ensure that GE senior management at the subsidiary, regional and global levels stay consistent with each other from a policy standpoint as well. GE relies on cross-functional teams within their strategy planning process that also enables greater stakeholder communication as well (Thomas, Bollapragada, 2010). GE also has extensive sustainability and "green" initiatives in place that also provide for

This veering, would place pressure on the right side of the aircraft, which would help contribute to the break up during plane after touching down. To combat this problem, the NTSB recommends that all aircraft have some type of back up flight control and hydraulics system. The presence of such a system could have helped to mitigate the effects of the disaster, by giving the pilots control of the