Q.1
Welch become ceo in april 1981 the us economy was in ancesion high interest rates and a strong dollar exaggerated thee problem resulting in countries highest unemployment rates . he introduced some cooperate initiatives which become known as GE’S operating system every 2 years welch implement a new initiative focused on improving particular aspect of company wide performance the initiatives include workout boundry less organization globalization and six sigma. Welch and Baughman had sketched out a major change initiative they called “Work-Out”—a process designed to get unnecessary bureaucratic work out of the system while providing a forum in which employees and their bosses could work out new ways of dealing with each other. . Groups of 40 to 100 employees were invited to share views about their business and how it might be improved. The three-day sessions usually began with a talk by the unit boss, who presented a challenge and a broad agenda. Then, the boss was asked to leave, allowing employees aided by facilitators to list their problems, debate solutions, and prepare presentations. On the final day, the bosses returned and were asked to listen to their employees’ analyses and recommendations. . The rules of the process required managers to make instant, on-the spot decisions about each proposal, in front of everyone to 80% of proposals. Moving beyond the earlier initiatives aimed at strengthening GE’s individual businesses, Welch began to focus on creating what he called “integrated diversity.” He articulated his vision for GE in the 1990s as a “boundaryless” company, one characterized by an “open, anti-parochial environment, friendly toward the seeking and sharing of new ideas, regardless of their origins”—in many ways an institutionalization of the openness “Work-Out” had initiated and “best practices” transfers had reinforced. Describing his