Jack Welch also mainly described 4 types of managers in his organisation: Every morning the people of General electrics have to wake up with the intention and goals of ‘Finding a Better Way Every Day’. Being Boundaryless also means rewarding those people who recognized and developed a good, fresh and new idea and also encouraged leaders to share their credit for ideas with their team. There was no more difference between ‘domestic and foreign’ and ‘suppliers and customers’ that is everybody becomes a part of a very process. Welch also introduced a new concept named ‘boundaryless’ culture that would totally eliminate the unnecessary barriers among all the various functions in organisation. So, year after year, the bar of rankings was raised to a higher value, this vitality curve in tool increased the calibre and skills of the organization in a dynamic process, making each and every one employees in the organisation count and accountable for his or her own performance and misbehaviour. When employees did not meet the expectations of management they had to quit and leave the organisation. Each year every businesses was asked to rank all of their top executives: who took place within the top 20 percent, the vital middle 70 percent and the most bottom 10 percent. Welch also developed a ranking tool named ‘Vitality Curve’ in the company.
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