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As a retired broadcaster from GBC I deem it a civic duty to share my decades of observation with the public and, in particular, with decision makers at the top of the administrative ladder.

Deterioration of quality in all areas of service, stagnancy of progress, absence of innovation and abject lack of competitive ideas in an expanding radius of media competition, form the gist of my observational concerns.

A greater attribute of the decline embeds in the process and formation of administrative hierarchical order.

In many successful corporate operational settings, retooling is considered essential mechanism, usually employed by human resource administrators, to refresh and add luster to workforce obsolescence.

Recruitments from higher learning and research institutions, transfers of knowledge based personnel from one branch to another to replenish and strengthen weakened areas of performances and educational incentives are some of many lucrative methods applied to enhance waning performances.

At GBC the process of retooling assumes different significance in meaning and objective.

Emphasis on hierarchical order takes precedence over qualification. Placements, promotions and vacancy fillings are indexed from sequential arrangement of employees in numerical order based upon date of employment rather than qualification. This method unconscionably indexes an ordinary clerk with a day's longer employment history over a PhD holder or graduate with more in depth research knowledge in the field for the position.

In it's present form about eighty per cent of the GBC sectional heads  within the ten regions are beneficiaries of this obsolete method used for promotions and retooling. They are either without first degrees or inadequately adept with knowledge related to the ever changing technological intricacies of the broadcasting industry. More suitably qualified employees are bypassed and are kept under the shadows of frustration with seething laissez faire attitudes over their inabilities to make use of their educational talents.

They sit and watch their superiors fumble at high level global meetings over subjects that require participation and relative knowledge of technology.

The disadvantages are untold :
Gradual deterioration of quality in all areas of service, stagnancy of progress, absence of innovations and progressive ideas, shattered morale and a GBC without vision with declining performance gaged below par of media excellence.
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