(xxxxxxxxxxxxxxxxxxvvvvvvvvvvvvvvvvvvbbbbbbbbbbbbbbbbb - ignore this line) (XXXXXXXXXXXXXxxxxxxxxxxxxxxxxbbbbbbbbbbbbbbbbbbbbbjjignore this line)Founded in 1966 by Richard Schulze, electronics retailer Best Buy experienced phenomenal growth andsuccess for the next 40 years, eventually earning revenues of $50 billion annually, enough to make it oneof the top 50 or so largest companies in the United States. 122 The growth of Best Buy was due inpart to some very innovative practices. For example, the company created Geek Squad, technicians whoare available online, by phone, and in-home, to handle questions, equipment setup, and repairs forcustomers. 123 As another example, the company established a recycling program, with a goal ofcollecting 409 pounds of used electronics and appliances from consumers each minute the stores areopen. 124 The company's innovative practices haven't just focused on retailing and socialresponsibility, however. In fact, one of Best Buy's most publicized innovations centers on a practice itdeveloped in 2005 to manage the stress of the approximately 4,000 employees who worked at thecorporate headquarters in Richfield, Minnesota.The name of this practice is called the "Results Only Work Environment," or ROWE. 125 The practiceplaces complete responsibility for work on the employee who's assigned to do the work, and so ratherthan having to spend regular hours at the office, employees can come and go as they please withoutasking for permission. Job performance is evaluated solely on the basis of whether the necessary resultsare achieved by employees, not whether they've put in "face-time" at the office. 126 The theory isthat ROWE gives employees a sense of control over their lives, they're able to work where and whenthey're most productive and least distracted, they're able to effectively balance work and familydemands, and they can avoid having to deal with hassles like commuting and office politics. 127Although ROWE has been associated with increases in productivity and commitment, 128 the programhas some potential drawbacks. Perhaps most obvious, ROWE discourages collaboration and teamproblem solving. The practice may also decrease employees' sense of urgency regarding problems facedby the work unit or organization. Finally, there's the possibility that some employees will simply takeadvantage of the system-putting forth far less effort than they should.With these drawbacks in mind, together with the fact that Best Buy has experienced significantproblems recently with regard to sales, revenues, and profitability, it should perhaps not be surprising tolearn that ROWE has been terminated. 129 Company spokesperson Matt Furman explained the turnof events by noting, "it's all hands on deck at Best Buy and that means having employees at the office asmuch as possible to collaborate and connect on ways to improve our business." 130 CEO Hubert Joly'sattempt to turn around Best Buy has involved both cost savings and fundamental changes in the way itdoes business, and this transformation has created significant challenges for company employees. Jolyfeels that ROWE is flawed and that best way to get the type of effort necessary to meet these challengesis for employees to be at work and feel "disposable rather than indispensable."1. What could Best Buy do to manage employee stress during the organization's transformation?Case StudyStrategic management(2 Paragraph (5 sentences per Paragraph)

Question

(xxxxxxxxxxxxxxxxxxvvvvvvvvvvvvvvvvvvbbbbbbbbbbbbbbbbb - ignore this line) (XXXXXXXXXXXXXxxxxxxxxxxxxxxxxbbbbbbbbbbbbbbbbbbbbbjjignore this line)Founded in 1966 by Richard Schulze, electronics retailer Best Buy experienced phenomenal growth andsuccess for the next 40 years, eventually earning revenues of $50 billion annually, enough to make it oneof the top 50 or so largest companies in the United States. 122 The growth of Best Buy was due inpart to some very innovative practices. For example, the company created Geek Squad, technicians whoare available online, by phone, and in-home, to handle questions, equipment setup, and repairs forcustomers. 123 As another example, the company established a recycling program, with a goal ofcollecting 409 pounds of used electronics and appliances from consumers each minute the stores areopen. 124 The company's innovative practices haven't just focused on retailing and socialresponsibility, however. In fact, one of Best Buy's most publicized innovations centers on a practice itdeveloped in 2005 to manage the stress of the approximately 4,000 employees who worked at thecorporate headquarters in Richfield, Minnesota.The name of this practice is called the &#34;Results Only Work Environment,&#34; or ROWE. 125 The practiceplaces complete responsibility for work on the employee who's assigned to do the work, and so ratherthan having to spend regular hours at the office, employees can come and go as they please withoutasking for permission. Job performance is evaluated solely on the basis of whether the necessary resultsare achieved by employees, not whether they've put in &#34;face-time&#34; at the office. 126 The theory isthat ROWE gives employees a sense of control over their lives, they're able to work where and whenthey're most productive and least distracted, they're able to effectively balance work and familydemands, and they can avoid having to deal with hassles like commuting and office politics. 127Although ROWE has been associated with increases in productivity and commitment, 128 the programhas some potential drawbacks. Perhaps most obvious, ROWE discourages collaboration and teamproblem solving. The practice may also decrease employees' sense of urgency regarding problems facedby the work unit or organization. Finally, there's the possibility that some employees will simply takeadvantage of the system-putting forth far less effort than they should.With these drawbacks in mind, together with the fact that Best Buy has experienced significantproblems recently with regard to sales, revenues, and profitability, it should perhaps not be surprising tolearn that ROWE has been terminated. 129 Company spokesperson Matt Furman explained the turnof events by noting, &#34;it's all hands on deck at Best Buy and that means having employees at the office asmuch as possible to collaborate and connect on ways to improve our business.&#34; 130 CEO Hubert Joly'sattempt to turn around Best Buy has involved both cost savings and fundamental changes in the way itdoes business, and this transformation has created significant challenges for company employees. Jolyfeels that ROWE is flawed and that best way to get the type of effort necessary to meet these challengesis for employees to be at work and feel &#34;disposable rather than indispensable.&#34;1. What could Best Buy do to manage employee stress during the organization's transformation?Case StudyStrategic management(2 Paragraph (5 sentences per Paragraph)

Accepted Answer

An organization’s transformation is the most common reason for stress among employees as well as…