The third Case Study “Home Depot’s Blueprint for Culture Change” studied Mr. Robert Nardelli’s role

1500 WordsApr 23, 20196 Pages
The third Case Study “Home Depot’s Blueprint for Culture Change” studied Mr. Robert Nardelli’s role as the CEO of Home Depot. He approached management in an autocratic style, which was criticized by many. This paper will take a look at how Mr. Nardelli’s style follows Kotter and Cohen’s model of change. It seems that Mr. Nardelli and his team followed some of the steps of the Kotter and Cohen’s model, but not all. There are additional steps that his team could have taken to improve morale and develop the team further. Mr. Nardelli views management as top-down, command and control style, appreciated by efficiency managers, but criticized by many. He especially focused on process controls and metrics (including cost and quality). He also…show more content…
He drew some criticism for this as there was a feeling that he should have promoted members from inside the team. In addition to bringing in new team members, Nardelli’s team chose to cut some people, which was frowned upon and also criticized (Nussbaum, 2007). As mentioned, Mr. Nardelli wanted to focus on the military style as the management model (Grow 2006). Out of 1,142 trainees in the leadership program, almost half (528) are junior military officers. More than 100 of these became store managers (Grow 2006). 13% of Home Depot's 345,000 employees have military experience (Grow 2006). The key members of the guiding coalition included (but were not limited to): • Nardelli - Four-star general; criticized; detail-focused, demanding, determined (Grow 2006). • Carl C. Liebert III - His chief of staff; Graduate of the U.S. Naval Academy at Annapolis, Md.; 6 ft., 7 in.; very intense (Grow 2006). • Dennis M. Donovan - Home Depot's Executive Vice-President For Human Resources; GE alumnus (Grow 2006). • Frank Blake - named chairman and CEO when Robert Nardelli resigned (Jacobs 2007); hired by Nardelli as Home Depot’s Executive Vice President Of Business Development And Corporate Operations (Saporta 2011). New Human Resources Managers As an addition to guiding coalition, the executive management decided to bring in new human

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