Major Samuel Nicholas, USMC in the American Revolution

Major Samuel Nicholas, USMC in the American Revolution Samuel Nicholas - Early Life: Born in 1744, Samuel Nicholas was the son of Andrew and Mary Shute Nicholas. Part of a well known Philadelphia Quaker family, Nicholas uncle, Attwood Shute, served as the citys mayor from 1756-1758. At age seven, his uncle sponsored his admission to the noted Philadelphia Academy. Studying with the children of other prominent families, Nicholas established important relationships which would aid him later in life. Graduating in 1759, he earned entry into the Schuylkill Fishing Company, an exclusive social fishing and fowling club. Samuel Nicholas - Rising in Society: In 1766, Nicholas organized the Gloucester Fox Hunting Club, one of the first hunt clubs in America, and later became a member of the Patriotic Association. Two years later, he married Mary Jenkins, the daughter of a local businessman. Shortly after Nicholas married, he took over the Connestogoe (later Conestoga) Wagon Tavern which was owned by his father-in-law. In this role, he continued to build connections across Philadelphia society. In 1774, with tensions building with Britain, several members of the Gloucester Fox Hunting Club elected to form the Light Horse of the City of Philadelphia. Samuel Nicholas - Birth of the US Marine Corps: With the outbreak of the American Revolution in April 1775, Nicholas continued to operate his business. Though lacking in formal military training, the Second Continental Congress approached him late that year to aid in establishing a marine corps for service with the Continental Navy. This was largely due to his prominent place in Philadelphia society and his connections to the citys taverns which Congress believed could furnish good fighting men. Agreeing, Nicholas was appointed Captain of Marines on November 5, 1775. Five days later, Congress authorized the formation of two battalions of marines for service against the British. With the official birth of the Continental Marines (later US Marine Corps), Nicholas had his appointment confirmed on November 18 and was commissioned as a captain. Quickly establishing a base at Tun Tavern, he began recruiting Marines for service aboard the frigate Alfred (30 guns). Working diligently, Nicholas raised five companies of Marines by the end of the year. This proved sufficient to provide detachments for the ships of the Continental Navy then at Philadelphia. Samuel Nicholas - Baptism of Fire: Having completed recruiting, Nicholas took personal command of the Marine Detachment aboard Alfred. Serving as Commodore Esek Hopkins flagship, Alfred departed Philadelphia with a small squadron on January 4, 1776. Sailing south, Hopkins elected to strike at Nassau which was known to have a large supply of weapons and munitions. Though warned of a possible American attack by General Thomas Gage, Lieutenant Governor Montfort Browne did little to bolster the islands defenses. Arriving in the area on March 1, Hopkins and his officers planned their assault. Coming ashore on March 3, Nicholas led a landing party of around 250 Marines and sailors. Occupying Fort Montagu, he paused for the night before advancing to occupy the town the next day. Though Browne had managed to send the bulk of the islands powder supply to St. Augustine, Nicholas men captured a large number of guns and mortars. Departing two weeks later, Hopkins squadron sailed north and captured two British ships as well as fought a running battle with HMS Glasgow (20) on April 6. Arriving at New London, CT two days later, Nicholas traveled back to Philadelphia. Samuel Nicholas - With Washington: For his efforts at Nassau, Congress promoted Nicholas to major in June and placed him at the head of the Continental Marines. Ordered to remain in the city, Nicholas was directed to raise an additional four companies. In December 1776, with American troops forced from New York City and pushed across New Jersey, he received orders to take three companies of Marines and join General George Washingtons army north of Philadelphia. Seeking to regain some momentum, Washington devised an attack on Trenton, NJ for December 26. Moving forward, Nicholas Marines were attached to Brigadier John Cadwaladers command with orders to cross the Delaware at Bristol, PA and attack Bordentown, NJ before advancing on Trenton. Due to ice in the river, Cadwalader abandoned the effort and as a result the Marines did not take part in the Battle of Trenton. Crossing the next day, they joined Washington and took part in the Battle of Princeton on January 3. The campaign marked the first time that US Marines served as a fighting force under US Army control. Following the action at Princeton, Nicholas and his men remained with Washingtons army. Samuel Nicholas - The First Commandant: With the British evacuation of Philadelphia in 1778, Nicholas returned to the city and re-established the Marine Barracks. Continuing recruiting and administrative duties, he effectively served as commandant of the service. As a result, he is generally considered to be the first Commandant of the Marine Corps. In 1779, Nicholas requested command of the Marine Detachment for the ship of the line America (74) then under construction at Kittery, ME. This was denied as Congress desired his presence in Philadelphia. Remaining, he served in the city until the service was disbanded at the end of the war in 1783. Samuel Nicholas - Later Life: Returning to private life, Nicholas resumed his business activities and was an active member in the State Society of the Cincinnati of Pennsylvania. Nicholas died on August 27, 1790, during a yellow fever epidemic. He was buried at the Friends Graveyard at Arch Street Friends Meeting House. The founding officer of the US Marine Corps, his grave is adorned with wreath during a ceremony each year on November 10 to mark the services birthday. Selected Sources Major Samuel Nicholas USS Nicholas: Samuel Nicholas

Open House at Private Schools

Open House at Private Schools If youre applying to a private school, you might notice that many of them offer something called an open house. What is it and why should you attend? In the most simple terms, a private school open house is a chance for you to visit the school. Some schools have a block of time where prospective families can come and go, meet the admissions team, and take a quick tour, while others offer full programs that require families to register in advance and arrive by a specific time. Open houses may have limited space, so if its not clear whether registration is required, its always a good idea to check with the admissions office to be sure.   Exactly what happens at an open house can vary from school to school, but typically you can expect to hear from the Head of School and/or the Director of Admission, as well as one or more of the following things during an open house.   A Campus Tour Nearly every private school open house will have an opportunity for prospective families to tour the campus. You might not be able to see the entire  campus, especially if the school is set on hundreds of acres, but youll likely get to see the main academic buildings, the dining hall, library, the student center (if the school has one), arts facilities, gymnasium, and select athletics facilities, as well as a School Store. Often these are led by students, giving you a chance to ask questions about life from a students perspective.  If youre attending an open house at a boarding school, you might also get to see a dorm room or at least the inside of the dormitory and the common areas. If you have a special request for a tour, you will want to call the admission office in advance to see if they can accommodate you or if youll need to schedule a separate appointment.   Panel Discussions and Question Answer Session Many private schools will host panel discussions where students, faculty, alumni and/or current parents will talk about their time at the school and answer questions from the audience. These discussions are a great way to get a general overview of life at the school and help you learn more. Usually, there will be limited time for questions and answers, so if your question doesnt get asked and answered, just ask to follow up with an admission representative later on.   Class Visits Attending a private school means going to class, so many schools will offer students and their parents to attend class so you can get an idea of what the classroom experience is like. You may not be able to attend the class of your choice, but attending any class, even if its conducted in another language, will give you an idea of the student-teacher dynamic, style of learning, and if youll feel comfortable in class. Some schools will offer students the opportunity to shadow current students for an entire day, giving you the full experience, while others only provide the opportunity for visitors to attend one or two classes.   Lunch Food is an important part of a school, as youre going to each lunch here every day and if youre a boarding student, breakfast, and dinner, too. Many private school open houses include lunch so you can try the food and see what the dining hall is like.   Club Fair Schools will sometimes offer a club fair, where prospective students and families can learn about after-school sports, activities, clubs, and other things that happen on campus as part of student life. Each club or activity may have a table where you can ask questions and meet students who share the same interests as you.   Interview Some schools will offer a chance for prospective students to interview during the open house event, while others will require a second personal visit to conduct these. If youre not sure if interviews are possible or if youre traveling from a distance and want an interview while youre there, ask if its possible to schedule one before or after the event.   Overnight Visit This option is less common  and is only found at select boarding schools, but occasionally prospective students are invited to spend the night in the dorm. These overnight visits are arranged in advance  and are not available if you just show up at an open house unexpectedly. Parents will typically find lodging in town or nearby, while students stay with a host student. Visitors are expected to participate in whatever activities happen at night, including study halls, so be sure to bring a book to read or homework. Lights out rules are also expected to be followed, as are restrictions for when you are allowed to leave the dorm at night and in the morning. If youre doing an overnight, you may wish to bring your own shower shoes, towel, and toiletries, in addition to a change of clothes for the next day. Ask if you need to bring a sleeping bag and pillow, too.   A common misconception about open house events is that attending means youre absolutely going to apply. Usually, its quite the opposite. These massive gatherings of prospective families are designed to introduce you to the school and help you decide if you truly want to learn more and complete the application process.

Joan Alexandra Molinsky Essay Example | Topics and Well Written Essays - 750 words

Joan Alexandra Molinsky - Essay Example In 1987, however, Rivers life began to spiral downward when her husband, Edgar Rosenberg, committed suicide. This event, combined with a declining career, was the onset of a deep depression for Rivers, as well as the beginnings of bulimia. Rivers states how a devastating loss affects hunger in two ways - erasing it or launch it to new heights. "For me the suicide inspired a gastronomic space program." she claims (Rivers, 1997, p.98). She describes the beginnings of a binge - overeating rich foods until she felt bloated and her clothes became too small - at which point she reached the solution of self-induced vomiting. Occasional purges soon evolved into weekly then twice a day rituals. Rivers timed her purges to happen roughly a half hour after a meal; she realized she must admit the problem to her therapist when she pulled over to vomit in a rest area bathroom. When she finally admitted her bulimia to her therapist Dr. Michael Greenstein, his observation reflects the general state of her life: out of control. Because of this, one of the few things she has been able to control is her bodily intake and output, which has manifested itself in the form of bulimia. Eating disorders are actually psychological disorders and can frequently be triggered by traumatizing events. The proper name of bulimia is Bulimia Nervosa (BN), which translates as "ox hunger", and refers specifically to a binge and purge cycle happening at least twice a week for at least six months. Purging methods include self-induced vomiting, or the abuse of laxatives, diuretics or enemas. Bulimics may also resort to fasting or exhibit obsessive compulsions to exercise. Sufferers often share similar personality traits: they tend towards perfectionism, while retaining a sense of low self-esteem despite their accomplishments. Depression is a frequent contributor to the disorder's development as well. Unfortunately, since the psychology of bulimia is often related to larger emotional issues, both the condition and the original problems complement and augment each other, resulting in a worsening of all symptoms (Eating Disorders, 2005). There are several Cognitive-Behavioral Treatment (CB) methods for BN: such as various behavior, psychodynamic, family, or experiential therapies, or a Twelve-Step program using the disorder as an addiction. CBT is a process by which the patient comes to recognizes the true psychological issues, learn more constructive coping mechanisms in relation to these, and then modify their behavior to return to more acceptable eating patterns while preventing relapses. Anti-depressants frequently help, as they curb the appetite while inhibiting the root depression; different anti-depressants seem to work equally well (Wilson and Pike, 2001). With Dr. Greenstein, Joan Rivers learned to identify her grief of her husband's suicide and was able to return to host a daytime talk show through the years 1989-1993 (Wikkipedia, 2006), the ending of which coincided with the death of her therapist and her returning to live in New York. Her depression was growing worse. The combination of her husband's los s, her talk show ending, a brief Broadway show collapsing and the failure of her jewelry venture

The Current State of the Caribbean Is Better Explained Through Essay

The Current State of the Caribbean Is Better Explained Through Reference to Contemporary Rather Then Past Global Relations - Essay Example This report stresses that the very conspicuous feminist changes within the Caribbean would be noted in the visibility of Caribbean women in different occupational positions which were once reserved only for European people and the challenges to a transforming relationship between gender and global capitalism are also highlighted This paper makes a conclusion that globalization and its impact on the Caribbean thus seem to depend on several factors such as improved education that can highlight the particularities and specialties of the Caribbean region and bring out the features that would attract the world. Tourism would be a major reason for which businesses and industries would be willing to invest in the Caribbean and the region remains as an attractive tourist destination, making it a full blown participant in the global economy and the process of globalization. The importance of equal gender relations and the significance of comparative education have been discussed considering that women’s position in society and especially within the Caribbean society in this context could be very important in bringing out the changes in global relations. Caribbean society is changing with the changes of global economy and women’s relations may actually define how the Caribbean society projects itself to the world. The importance of education also should not be undermined as only a modern form of education within the Caribbean would help it to relate to a globalized changing and interlinked society.

Love, Death and Fascist Iconography Essay Example for Free

Love, Death and Fascist Iconography Essay To the fascist artist, his or her own art is merely a vessel that encapsulates his or her own socially-motivated beliefs. The works of Yukio Mishima and Leni Riefenstahl, for instance, embody the essence of their individual nationalities at the height of their individual careers—nationalities that might transcend origin and geography, yet extol   culture, tradition, ritual and society.   Mishima and Riefenstahl exhibit incredible parallelism in their works. Mishima, in his short story Patriotism, describe the human form with such detail and meticulousness reminiscent of Riefenstahl’s style in her 1930’s films. Much like Riefenstahl’s The Last of the Nuba, the naked body is depicted as a means of fascist iconography—the body, perfect and pure in its own way, merges with a bigger community of bodies of like characteristics (Evans 31). Susan Sontag’s treatise on the works of Riefenstahl, Fascinating Fascism, breaks down the latter’s appreciation and fascination of the strong and beautiful Nuba figure as examples of Nazi ideology corresponding to the idea of aesthetics for fascists. Sontag writes, â€Å"Riefenstahl’s portrait of them evokes some of the larger themes of Nazi ideology: the contrast between the clean and the impure, the incorruptible and the defiled, the physical and the mental, the joyful and the critical (par. 27).† This description is echoed in Mishima’s Patriotism, when the lead character Takeyama decides to commit seppuku—ritual suicide by disembowelment—as an act of redemption from the dishonor incurred when his comrades formed alliances with the mutineers.   Mishima’s imagery of Takeyama and his wife Reiko’s preparations for the ritual, as well as the metaphors he uses in describing the couple’s physical forms conveys a fascination for perfection and beauty a la Riefenstahl—remarkable symbols of fascist iconography, as Sontag would consider. In its own effect, Takeyama, Reiko and the Nuba become examples of the â€Å"master race†, where everyone is beautiful, strong, and does not age (Trimborn McCown 256). Mishima and Riefenstahl’s works are also parallel in such that their depictions of death are detailed, beautiful and almost enthralling.     In Patriotism, death in is portrayed as a reward, a happy and celebrated ceremony that requires the utmost preparation. In the Nuba culture, death is a central event, along with fighting. In the Japanese culture, as evidenced by Mishima’s paramount detail in describing Takeyama’s death, death is a way for one to demonstrate his or her enduring loyalty and nationalism to the Imperial system. Death in both Mishima and Riefenstahl’s works surpass life’s merriest events—birth, marriage, love—at times besting even life itself. Mishima writes, â€Å"All around, vastly and untidily, stretched the country for which he grieved. He was to give his life for it. But would that great country, which he was prepared to remonstrate to the extent of destroying himself take the slightest heed of his death? He did not know; and not matter (par. 63).† Takeyama’s examination of self not only mirrors the authors suggestions of his own death wish, it also echoes the sentiments of those under the spell of a fascist ideology—their so-called patriotism—that converts their idea of nationhood as something not only territorial, but equally and incredibly spiritual. The young lieutenant and his bride chose their own death by seppuku, which may be seen as either an honorable and extremely devout approach, or as a self-destructive and deadly consequence of their fanaticism. Mishima unintentionally diverts the reader’s attention from this concept with his alluring illustrations of fascist ideals and concepts, again reminiscent of Riefenstahl’s imagery in her Nazi films. Sontag would consider it an absolute expression of fascist art, in the sense that it â€Å"glorifies surrender, exalts mindlessness, and glamorizes death (par. 36).† Above everything, Mishima verifies in his work and own life the burden that comes with the duty to abide by cultural tradition—duty can be all in one beautiful or ugly, life or death. Works Cited Evans, Mark. Movement Training for the Modern Actor. London, UK: Taylor and Francis,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2008. Mishima, Yushio. â€Å"Patriotism.† Trans. Geoffrey W. Sargent. Mutantfrog Travelogue. 27   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   June 2009. http://www.mutantfrog.com/patriotism-by-yukio-mishima/ Sontag, Susan. â€Å"Fascinating Fascism. â€Å" University of California Santa Barbara. 27 June 2009.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://www.history.ucsb.edu/faculty/marcuse/classes/33d/33dTexts/SontagFascinFas  Ã‚  Ã‚   cism75.htm Trimborn, Jurgen McCown, Edna. Leni Riefenstahl: A Life. New York: MacMillan, 2007.

The Positronic Man :: essays research papers

THE POSITRONIC MAN An extraordinary story about an extraordinary robot. In the twenty-first century the creation of the positronic brain leads to the development of robot labourers and revolutionises life on Earth. However, to the Martin family, their household robot NDR-113 is more than a tool, it is a trusted friend, a confidant, and a member of the family. Through some unknown manufacturing glitch, NDR-113 or known as Andrew has been blessed, with a capacity for love and a drive toward self-awareness and development that are almost...human. This story is set on an Earth, which is just starting to get used to the idea of robots. Even so, it is an earth that was not ready for Robot NDR-113. Andrew, with his ability to assimilate emotions, and an unexpected gift for fine arts, both astounded and worried people. In an attempt to become human, he develops several prosthetic devices, which prove a godsend to humans. Almost, however, is not enough. Andrew's dream is to become accepted as human. Facing human prejudice, the laws of robotics, and his own mechanical limitations, Andrew used science and law in his quest for the impossible, arriving at last at a terrifying choice: to make his dream a reality, he must pay the ultimate price. I must say that I didn't have very high expectations for this book because I am not a very big science fiction fan, but this book changed my mind. There are many reasons why this particular book changed my view on science fiction. One of the major reasons for my enjoyment of this book is the way in which it was written. Isaac Asimov and Robert Silverberg set this story up wonderfully. I personally liked the way the book is structured. The first chapter takes place at the end of the story so you start thinking about what is going to happen right from the start. Then, as you near then end of the story you return to where you began in the first chapter and finish the story with a thought provoking ending. Another major reason that I liked this particular story is because it touched on many ethical aspects, from different points of view. Such as, what it means to be human, how humans in general would be perceived by an intelligence that has no knowledge about the way we as human’s reason or think. The authors also showed how humans will react when they find out that they can create a being with the ability to not just think in a logical pattern but also be creative and intelligent well beyond their own abilities.

Ge Talent Machine Essay

DESCRIPTION GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE’s rich system of human resource policies and practices under five CEOs in the post-war era, showing how the development of talent is embedded into the company’s ongoing management responsibilities. It describes the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world and how he frames his priorities for GE and implements them, pulling hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether he should adjust or even overhaul three elements of GE’s finely tuned talent machine. LEARNING OBJECTIVE To examine the importance of managing human capital as carefully as financial capital as a scarce strategic resource. SUBJECTS COVERED Business policy; Competitive advantage; Core competencies; Corporate strategy; Diversified companies; Human resource management; Implementing strategy; Leadership; Management development; Organizational behavior SETTING Company Employee Count: 300,000 ï‚ · Company Revenue: $132 billion revenues ï‚ · Event Year Begin: 1960 ï‚ · Event Year End: 2003 BUILDING THE TALENT MACHINE: HISTORY OF GE’S HR PRACTICES Strengthening the Foundations: Cordiner’s Contributions Ralph Cordiner was president of GE from 1950-1958 and CEO from 1958-1963. Under his leadership, the following initiatives were implemented: 1. Decentralized GE’s management structure, transferring authority down to nearly 100 department-level businesses. 2. Spent $40 million annually on management education, almost 10% of its earnings. 3. Initiated a new management evaluation process known as â€Å"Session C,† which resulted in career development plans and the rating of subordinates on a six-point scale from â€Å"high potential† to â€Å"unsatisfactory.† 4. Introduced a system of objective performance evaluation tied to 28 position levels (PLs) that showed entry, median and maximum level salaries for each level. Systematizing HR Processes: Borsch and Jones Fred Borsch was CEO from 1963-1972. During his tenure he: 1. Implemented a new round of corporate diversification. 2. Overcame department managers’ tendency to keep talented managers to themselves, which was accomplished by having the top 2% of GE’s employees (PLs 13-27) report directly to him. 3. Had GE business leaders identify potential managerial talent and track all â€Å"high potentials† to make sure they were exposed to a wide range of GE businesses. Reg Jones was CEO from 1972-1981. He introduced a more formal and structured approach to strategic planning, creating 43 strategic business units and adding another organizational layer—the sector—to put groups together based upon common characteristics. Supercharging the System: Welch’s Initiatives Jack Welch became CEO in 1981. During his time as CEO, he: 1. Concentrated on improving performance in order for GE to become #1 or #2 in their current businesses. 2. Implemented the â€Å"fix it, sell it, or close it† strategy for businesses that were not #1 or #2. 3. Eliminated over 100,000 jobs. 4. Collapsed the 29 positions levels (PLs) into seven broad bands. 5. Granted stock options for performance. 6. Invested heavily in management development. 7. Reconsidered competing for management recruits from the pool of most hunted college and business school graduates. Went after disciplined, self-motivated candidates from Midwestern engineering programs, night schools and former military officers. 8. Insisted managers be evaluated on how they live up to GE’s values, as well as objective performance measures. 9. Added a disciplined performance analysis to Session C by asking managers to rank subordinates on a â€Å"vitality curve†: the top 20%, highly valued 70% and least effective 10%. 10. Tightly integrated HR systems with other business elements to constantly look for â€Å"high potentials.† THE MAKING OF A CEO: THE RISE AND RISE OF JEFF IMMELT Jeff Immelt joined GE in 1982. He was a 25-year old Harvard MBA who impressed the GE Harvard MBA recruiting executive so much that Immelt didn’t even need to go through the normal process of going through the corporate referral center. The recruiting executive recommended Immelt to senior management and suggested that Jack Welch get involved to make sure Immelt didn’t take a job somewhere else. Within 30 days of his hiring, Immelt was part of a team presenting to Welch. The Plastics Experience: Building Skills Immelt started out as a regional sales manager for GE Plastics with 15 people reporting directly to him. Over the next seven years, Immelt held positions as product manager, sales manager and global marketing manager. He was one of 150 other young â€Å"high potentials† being tracked for positions at the highest levels of the company. In 1987, Immelt was selected to attend the Executive Development Course at Crotonville. This course was important for Immelt’s possible selection as a company officer and provided him excellent networking opportunities with other high potential managers. The Appliances Challenge: The Turnaround Test In 1989, Immelt was moved to the Appliances service business. He was placed in the Appliances business to figure out what to do with over one million defective refrigerators that had been sold by GE. Immelt knew this was an excellent opportunity and that he would either â€Å"sink or swim.† Over one million refrigerator compressors were replaced with new units that came from competitors. The recall operation went well and Immelt was asked to run the entire marketing and product marketing operations, reporting directly to the CEO of Appliances. Immelt got frank feedback during his Session C evaluations and was counseled that he needed to listen better, to empower his subordinates more and to channel his energy into bringing his people along with him when he wanted action. In 1992, Jack Welch moved Immelt back to Plastics. Plastics Redux: Trial by Fire After a year back at Plastics, Immelt was named head of Plastics Americas, reporting directly to the CEO of Plastics. Immelt faced challenges when his operation missed its numbers by $30 million, due to cost overruns, and he had tried to renegotiate prices with its big customer, General Motors. GM was ready to stop doing business with GE when Welch and GM’s CEO decided to work together in order to solve the problem. Welch checked with Immelt regularly to see how Immelt was handling the situation. Welch was not happy with Immelt, but he watched Immelt closely and allowed the decisions made regarding the relationship with GM to be Immelt’s. Immelt understood that he would not be punished for making a mistake. He knew, however, that â€Å"you can fail† but â€Å"we don’t allow you to make the same mistake twice.† Medical Systems: Putting It All Together In 1997, Immelt was appointed to run GE Medical Systems. Prior to Immelt’s arrival, GE Medical had been focusing on cost-cutting. Instead, Immelt emphasized growth and started to expand into other businesses and make GE Medical a more global company. He started acquiring companies, investing in new technologies and restructuring global operations. Immelt’s style was to engage and energize those around him. Immelt began to mentor and coach other high potential managers, and as a result of his leadership and the success of his team, in four years, GE Medical’s sales doubled and its profit more than doubled. Because of his excellent work leading GE Medical, by 2001, Jeff Immelt had become one of the front-runners to succeed Jack Welch as CEO of GE. The Succession Process Welch’s list of CEO succession candidates included then-current business heads, some senior corporate officers and about a dozen young â€Å"hot shots,† like Immelt. From 1994, members of GE’s board visited various GE businesses to get a direct impression of potential CEO candidates. By 2000, it was widely speculated that the three top contenders were Jeff Immelt, Jim McNerney and Bob Nardelli. In October 2000, the board discussed the three finalists and in November, Immelt was unanimously voted CEO designate. NEW HANDS ON THE CONTROLS: JEFF IMMELT, CEO Jeff Immelt’s first day as CEO was September 10, 2001. He called it the â€Å"one good day† of his first year on the job. The next day was 9/11 and from then on, GE’s businesses, like those of other companies, faced hard times and a drop in its stock price. Immelt’s Priority: Leveraging Human Capital for Growth Immelt was committed to GE’s continued growth and he spent an estimated 40% of his time on human resource issues. He said, â€Å"Every initiative I’m thinking about gets translated immediately into recruiting, Crotonville and Session C.† Immelt’s five key human resource initiatives were: 1. Target technology skills during Session C reviews. Review the business’s engineering pipeline, the organization of its engineering function and evaluate the potential of its engineering talent. (Immelt was concerned that technology-oriented managers were under-represented in GE’s executive ranks.) 2. Open new channels of communication between businesses and geographical areas. Share ideas. 3. Emphasize customer relationships and marketing. 4. Develop GE’s globalization strategy. (Immelt appointed Ferdinando Beccalli as the company’s first CEO of GE Europe; named a new president and CEO of China; and began offering courses at Crotonville to Chinese management and Chinese customers.) 5. Invest in businesses heavier in human capital than in physical capital. (Immelt identified six growth platforms—healthcare information technology, water technology and services, oil and gas technology, security and sensors, Hispanic broadcasting, and consumer finance.) THE TALENT MACHINE IN 2003: SERVICE, TUNE UP, OR OVERHAUL? In 2003, Immelt was reflecting on his first full year as CEO. Times had not been good; GE’s stock was down and employees were uneasy about the economic downturn. Management and employee turnover was low, but Immelt wanted to make sure that when the economy picked up, employees would be motivated and engaged. He wondered if it was time to adjust or overhaul GE’s talent machine. The Vitality Curve While the rankings-based vitality curve had been controversial to many outsiders, long-term GE employees viewed it as part of the company’s meritocracy-based culture. Immelt felt that other companies had experienced difficulty with the process because it requires feedback, coaching, training and clear performance goals. All the elements of the evaluation system must work together. However, in early 2003, Immelt noticed that BankAmerica had successfully recruited over 90 GE employees. These employees had been targeted, not from the top 20%, but from the highly valued 70%. Immelt felt this group was the backbone of GE and were not to be considered just average. Should the system be modified to differentiate within this group? Should recognition and rewards be less sharply focused on the top 20%? Or, should the entire concept of performance ranking at GE be questioned? Recruitment GE was driving toward more service-intense global businesses. Immelt wondered about the talent pool he would need to run these businesses. One proposal was to target MBAs with marketing management career interests. Immelt also wondered if GE was not over-reliant on its US-based recruitment programs. Since 40% of GE’s revenues were generated offshore, should there be more non-Americans in executive positions? Executive Bands One problem with the collapse of the 29 PLs into seven broad executive bands was that some employees, especially in international locations, felt that their promotion opportunities were limited and the frequency of clearly defined job promotions decreased. In more hierarchical business cultures, such as India, perceived status and level were highly valued. While there might not be a real difference between a PL15 and PL16, for many it represented an important psychological reward.