Best Buy - the Importance of Organizational Culture and Change

McCoy’s Building Supply Centers and Chick-fil-A are two 70 years old, successful companies withstanding the test of time. They continue to sustain growth and longevity through economic turbulence, and remain competitive with new and upcoming companies. What is the secret to their success one might wonder? As we examine each company, we begin to recognize the existence of a strong organizational culture. The organizational culture of a company is the anchoring core values, which permeates throughout the company and its employees (Schermerhorn, Osborn & Uhl-Bien, 2012, pp. 9).

Mr. Browning was well aware that that employees and managers were reluctant to change therefore he’s first objective should be is to create a feeling of urgency for

Walmart’s organizational structure determines the company’s business activities. Its organizational structure also enforces limits on how the business discourses its problems. In relation, Walmart’s organizational culture decides the way people react to challenges in the workplace. The elasticity of the human resources of the company partly depends on the mindset maintained through the organizational culture of the Wal-Mart. Nonetheless, the long history of Walmart in progressing successfully and continually growing internationally proves that the firm’s organizational structure and organizational culture have been very positive in bringing competitive advantage and achievement. Such organizational structure interacts with the organizational culture to maintain the significant competitive advantage of Walmart.

This report takes a look at the Fortune 1000 company Wells Fargo in respect to organizational culture. Every organization is impacted by the cultural environment within the organization as well as in a specific industry which can impact the efficiency and effectiveness of the organization.

Not only is a strong corporate culture good for business by increasing customer satisfaction, it also can help to decrease turnover and save on human resources expenditures. Internal integration should start the minute a new employee enters a company. Training of new employees should include some way of helping them to understand the company's culture. The new hire training program currently in use at Wal-Mart stores includes videos and other information about the founding of the company as well as other general and specific information about the company's culture as well as expectations related to this culture. This is important because a company's culture is not always easily apparent to newcomers and this is what keeps Wal-mart's culture strong (Berg, 2001).

Change in culture and approach: culture should be supportive for team work and participative management practices. There should be ethnocentric perspective involved for considering the needs of customers. Dynamic and flexible culture should be formulated and employees should have collectivist approach than individual approach that is aligned towards achieving organizational goals. Attitude survey of

ABC Corporation has a culture that is based on providing award winning after-sales service to ensure it has repeat customers (WCM 620 Final Project Case Study, 2017). Thomas prides himself on creating a culture that produces high-performance numbers by encouraging his employees to handle a high volume of calls. Thomas believed that each employee should be clear on company protocol and performance expectations with a focus on high productivity (WCM 620 Final Project Case Study, 2017). During the conflict, Thomas believed that his front-line manager,

Our world is constantly in flux and change is a permanent feature of the environment for workers as well as organizations. Rapidly changing technological capabilities as well as advances have radically changed the nature of work and communication over the last 150 years. The average office or retail clerk would find many of the changes in how business is conducted from the early 20th century to today almost incomprehensible. Furthermore, rapid cultural changes and expectations have also changed how we interact and what our expectations are. In order for organizations to remain relevant in today’s business environment they must be able to adapt quickly to the changing needs of their customers as well as identify and implement appropriate technological advances to the their business strategy and model. Accomplishing these changes effectively requires that organizations implement these changes in a manner that achieves employee or associate, buy in and support. Walmart is currently in the midst of a major roll out of new technology, as well as significant process changes. These changes are in response to technological advances, and customer expectations. Successful implementation of these programs will improve the company’s position relative to competitors as well as in the eyes of consumers.

Change is particularly difficult if it is unexpected. It is far easier to accept change if an employee has time to digest the news and prepare to take action once the change has occur. Some of the concerns that worry employees may be address by creating clear goals and timelines that employee can easily follow. As well as addressing the chief objective “why are we changing?” Once these questions have been answer and employees buy in to them change will be easier and resistance will diminish (Strebel, 1996).

An organization’s culture and structure play a significant role in its adaptability and perceptions by employees. The case of CH2M HILL provides a business example of this issue. While the company’s historical employee-focused culture and decentralized structure gave rise to its success (Newman, 2013), this same culture and structure eventually hindered its ability to retain and develop leaders for the future. The following analysis of CH2M HILL provides insight into how the company’s problems arose and offers potential solutions senior leaders may use to remedy the situation.

After reviewing our text, it suggests that changes in organizational culture will not occur until managers make adjustments in basic assumptions (Kreitner & Kinicki, 2013). The Chrysler company was in need of a major revamp given their recent financial woes. An existing organization’s culture is more difficult to transform than that of a new organization, as people are inclined to adapting to a new culture, but more resistant to change (Sims, 2000). New leadership was imperative to change Chrysler’s organizational culture and the way in which the business operated. Enter Sergio Marchionne, a man up for the challenge. Sergio Marchionne changed the basic assumptions of the Chrysler company in a few different ways. Mr. Marchionne decided that

Overcoming resistance is not just about changing the employee’s perception or behavior regarding the change. It

This week’s case analysis captures the Best Buy’s Minneapolis headquarters during their transition towards the Results-Only Work Environment program (ROWE). This anecdote spans from a period of over 6 years (2003-2009), and in relation to our reading this week, exemplifies a company in the midst of a culture change. During the initial phase, the ROWE program was isolated from retail stores and exclusively offered to only the 4,000 headquarter employees (75% enrolled at the time of the case). The story of ROWE within the Best Buy organization has spawned favorable statistics within the company (e.g., productivity increases of 35 percent within 9 months, voluntary turnover drops of 52-90 percent, and overall increase in employee morale for departments within the program). Despite the warranted success of the program, the Best Buy enterprise continues to face some resistance and difficulties with extending the program beyond headquarters. Nevertheless, the key issues to be discussed are as follows:

This paper will discuss the structure of Wal-Mart's corporate culture and how it influences their employees. In order to understand an Organization Behavior there are different elements that will create the employees perspective of the organization’s culture such as the management’s philosophy, vision, values, and goals. The driving force of these elements will create the culture of the organization. An organization’s culture will define the leadership, and dynamics of the organization. With each element listed the employees of the organization will identify this as work life that will guide their level of motivation. Depending on which level of motivation the employees are at

This paper is about a case study on, “ROWE Program at Best Buy” In this paper, I will describe the culture of Best Buy. I will also be discussing the approach to organizational change that the ROWE program illustrates. In addition, I will discuss the resistance, both organization and individual, that the ROWE Program had to overcome and the sources of stress that are apparent in this case. Lastly I will discuss whether or not the organizational culture has helped with the change.