Jack Welch, being a man of creativity and sincere hard work, changed the history of General Electrics by introducing many strategies in the organization, which will be discussed in the next paragraphs. General Electrics' business was focused on research and training great people. The secret was the system for choosing and developing great people. This initiated a systematic structure and logical sequence so that every employee in the organization knew and understood the rules and regulations of the game. In addition to this, a new addition was made to the existing formal structure (in main corporate offices HR reviews, two-hour video conference follow-ups and sessions to confirm and finalize actions) existing, there was a review section of informal and undictated staff. That deep focus and attention went into recruiting people with a really defined management structure at GE. All these efforts were made primarily to distinguish GE's best employees and managers from the rest of the group. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Welch also developed a grading tool called “Vitality Curve” within the company. Each year, each company was asked to rank all of its top executives: who fell into the top 20%, the vital middle 70%, and the bottom 10%. When employees did not meet management's expectations they had to resign and leave the organization. So, year after year, the bar of rankings has been raised to a higher value, this vitality curve in the tool has increased the caliber and skills of the organization in a dynamic process, making all the employees of the organization matter and are responsible for their own performance and misbehavior. Welch also introduced a new concept called "borderless" culture which would totally eliminate unnecessary barriers between all the various functions of the organization. There was no longer a difference between 'national and foreign' and 'suppliers and customers', that is, everyone became part of a real process. Being Boundaryless also means rewarding those people who recognized and developed a good, fresh and new idea and also encouraged leaders to share the credit for their ideas with their team. Every morning General Electrics employees must wake up with the intention and goal to "Find a better way every day." Jack Welch also described mainly 4 types of managers in his organization: Type 1: This type of manager offers commitment and shares organizational values. Type 2: This type of manager does not respect commitments and also does not share organizational values. Type 3: This type has no commitment but shares organizational values. They will be given a second or third chance. Type 4: they respect commitments but do not share values. This type of manager has no role in General Electrics. “Finding a better way every day” was not only a slogan and motif of General Electrics, it was also the essence and is considered so important, so it was published on laminated cards for all employees. In the early 1980s the CEOs of General Electrics were charged with pushing to globalize their global operations, and Jack did not place much importance on the global direction of General Electrics. In his mind there wasn't even a thought of a global company: he simply believed that the concept of society was not global, but that companies were. At the beginning of the 90s General Elecrticals 35.000.