e, lie in the four basic principles that GE/Durham was built on. They include a layerless organization, people being paid according to their skills, all employees must be a FAA power plant mechanic and therefore highly skilled, and incorporating a team environment that requires a highly involved workforce. Furthermore, to ensure this the interview selection process is very rigid and precise. All interviewees are measured on 11 areas – only one of these involves technical competence and experience. They must grade above the bar on all 11 areas, if not in one, then they don’t get the job. Through this grueling elimination process, GE/Durham is able to surround themselves with only the best. Present employees are also included in the hiring process. Both the technicians and the plant manager must agree on the hiring of a person. Even at the level of hiring the manager, are the GE technicians are involved. The ‘big boys’ want the advice of the technicians, and let them interview manager applicants, but the final say of course, is up to the ‘big boys’. And this is an interesting twist. It makes the manger dependent on the employees rather than the employees dependent on the manager letting a whole different relationship able to occur. The new strategy for deciding what managerial style was best to use, Canada Post’s new outlook is that ‘If our employees are happy and satisfied, then our business will grow and we will achieve our goals,’ according to Doug McLelland of Canada Post Employee Communications. Through a customer-first approach, Canada Post has implemented a number of programs developed to boost staff morale and make the working environment more comfortable. Canada Post is now a good example of a bureaucratic corporation gone ‘modern management style’ mode. Some of the locations have self-directed work teams that have replaced the typical supervisor-worker arrangement...
