If there is something that Jack noted during his days as a manager, then it is the rate at which GE was turning into a big bureaucracy and indeed realized that a huge change was truly needed. Founded on this perspective, the moment he succeeded the outgoing CEO, he hurriedly kick started the reform that the company needed basing it on the managerial creed that he acquired. Improvement in productivity brought about power in competition as well as profit. There are two things that worked in Jack's favor, one is that through effective use of funds as well as human resource, he managed to improve productivity. Further, the solid plans that improved effectiveness of funds are to streamline institutional hierarchy, with much emphasis channeled to the magnitude of improving effectiveness in the area of human resource. His reason of for doing this was because of his believe that he had, which was that there is effectiveness in improving and boosting human potential than in improving equipment as well as funds.

According to Slater, Robert (1998), due to Jack's understanding that effective reform goes hand in hand with the workers good will, he came up with different types of activities in relation to cultivation of human resources. The fact of the matter is that the hardware revolution is more like a PC without software, which means there is a need for the formation of the software that will enhance the running of the corporate culture. It is therefore clear that in case of evolution, then the two (hardware and software) must evolve equally. Jack Welch managed reforms by redefining value in General Electric. The Crotonville which was...

It is proper to acknowledge that Jack was the point person (CEO) at GE as he was the one defining the value as well as drawing the vision not forgetting the implementation and more so institutionalization of value.
Conclusion

It is without doubt that Jack Welch deployed the cathartic dynamic of Crotonville honesty, sincerity, responsiveness to come up with Work-Out meetings at a number of corporate sites. He preferred a cool strategy of coaching as well as listening over preaching as well as controlling. The most interesting bit can be highlighted as per the consent given by the managers who attended the sessions as they only had to give a positive of a negative decision at that particular time for at least 75% of the suggested ideas, and whenever they could not come to any decision then they had no choice but to pick on a date for such. Finally, as tens of thousands made it to Crotonville over the years, another hundreds and thousands started taking part in Work Outs as well as other teachings that were encouraged by the lessons of Crotonville.

Reference

Slater, Robert (1998) Jack Welch and the GE Way: Management Insights and Leadership Secrets

of the Legendary CEO, New York, N.Y.: McGraw Hill. Retrieved on April 9, 2014 http://www.referenceforbusiness.com/biography/S-Z/Welch-Jack-1935.html#ixzz2yQp8e1OJ

Welch, Jack, (2001) Jack: Straight from the Gut, New York, N.Y.: Warner Books. Retrieved on April 9, 2014 http://www.referenceforbusiness.com/biography/S-Z/Welch-Jack-1935.html#ixzz2yQocdaWH