le, posting substantial profits for more than five consecutive years (Seligman, 1993, p. 1008; General Electric Company, 1993, p. 35). The General Electric Aircraft Engines Group, however, is the only division of the General Electric Company to record a decline in profits in 1993 (Seligman, 1993, p. 1008).
Overall management responsibility at the General Electric Aircraft Engines Group was assumed by Gene Murphy in September 1993 (Introducing, 1993, pp. 1-2). Murphy moved to the President and CEO position at General Electric Aircraft Engines Group from a similar position at General Electric Communications and Services Group. Murphy has been with the General Electric organization for more than 25 years.
Murphy's management philosophy calls for a continuing evaluation of competitor strengths (Introducing, 1993, p. 1). He also brings to the General Electric Aircraft Engines Group a commitment to maintain organizational size commensurate with market realities. Murphy's management philosophy is to, as far as is feasible, keep hands-off subordinate managers and let them perform (Introducing, 1993, p. 1). In return, he expects and unyielding commitment from all employees, and ethical behavior from all employees (Introducing, 1993, p. 2).
Murphy promotes the concept of employee empowerment, and he both encourages and practices informal, open organizational communications (Introducing, 1993, p. 2). Organizational performance, product quality, and product safety, according to Murphy, can be pursued effective
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