What Best Buy 's Minneapolis Headquarters During Their Transition Towards The Results Only Work Environment Program

1343 Words Nov 13th, 2016 6 Pages
Key Issues:

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:

• In regards to chapter 16, the process of organizational socialization starts at the selection process. Best Buy has stymied organizational culture shift by allowing the transition to be at the discretion of the department managers.
• Managers have displayed a dominant resistant to change. Therefore, how does leadership mold attitudes of managers to accommodate/facilitate a holistic cultural change?
• The feasibility of transferring the ROWE program to the retail…

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