Complete the Leadership in Action case: Best Buy\'s Almost Transformation on pag

Question

Complete the Leadership in Action case: Best Buy's Almost Transformation on page 308 of the textbook.
Grades will be determined based on how the case study is introduced (including characters and problem), discussion questions are addressed, and solutions are offered and discussed. Answering the case questions involves identifying relevant facts from the case, applying the chapter concepts learned, and fully addressing each question.
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Students should not type the question and simply answer in any type of bullet or numerical form. The submission should be a properly formatted APA style paper; anything less will receive a zero (0) grade. LEADERSHIP IN ACTION You may know Best Buy as the mega store for electronics or the place you parents, used to buy CDs, but in the management and particularly hayhe ment world, Best Buy is also knows for the ROWE-Results Only W program. Best Buy broke the mold of the 8-to-5, the U.S. workplace, in 2005 and allowed its corporate employees to decide they wanted to work and evaluated them on the results of their vw BEST BUY'S ALMOST TRANSFORMATION ork Er five-days-a-week workweek, a work, not the time they pu in at the office (CultureRs, 2013) The program not only changed how people work.ep also changed the culture of the company, and yielded some significant performance ment early on. Production improved by 35 percent, employees on ROWE processed u to 18 percent more orders than those not in the program (Conlin, 2006a), and it led to an S percent decrease in turnover, thereby reducing hiring costs. Then CEO Brian Dunn said The improvements in turnover were nationwide and at all levels" (Everitt, 2008). No more. With less fanfare and less press coverage than a similar decision by Yaho, Best Buy did away with ROWE in early 2013. New CEO Hubert Joly considered ROWE to be flawed from a leadership standpoint because it took away management control and used delegation as the only method of making decisions (Schafer, 2013). Matt Furman, the com- fficer, believes that organizations should focus on both the end results nd to con- nect and collaborate (Pepitone, 2013). Company spokesperson, Jeff Sherlman, further added that working from home used to be a right, but now it will be a discussion: "We believe in employee flexibility but it needs to come in the context of a conversation...about what the pany public affairs o and the process by which things get done, which requires everyone to be arou results are and how the work gets done (Stuart, 2013), The decision, although not officially linked to it, comes at the heels of several years of poor performance at Best Buy (Matthews, 2013). The change for Best Buy employees is as drastic as it was in 2005 when the program was instituted. While for most managers and cor- porate employees, the clock extends well beyond the 40-hour week and being seen, getting to the office before everyone else, being the last one to leave at night, and working on weekends are all considered a badge of honor and necessary to success in corporate America. Best Buy had bucked that trend, at least for a few years. Through the ROWE program. rporate employees of the Minnesota-based electronic store threw out the time clock, and set their own work schedule. "No one at Best Buy really knows where I am," said Steve Hance, Best Buy's employee relations manager (Kiger, 2006). This revolutionary approach focused on evaluating employees based on meeting their goals rather than worrying about how much co face time they put in the office. The difference between ROWE and many innovative pro- grams Best Buy instituted was that ROWE started somewhere in middle and lower manage- ment, was intentionally kept secret from upper management, tested in a few teams; and then presented to the leadership. The former CEO did not know about the program until two years after it had been implemented in some of the corporate offices with some success. ROWE was the brainchild of two Best Buy HR employees, Jodi Thompson and Cali Ressler, who discovered they shared similar views about working in cubicles and how tech y relied on the nology and wireless access could change how people work (Conlin, 2006a).

Explanation / Answer

1) Best buy is facing the following internal as well as external forces for change to its business process:

INTERNAL:

1) Human resource management policies

2) Leadership ability

3) Internal mobility

4) Overly looked result oriented program ROWE.

5) Mismanaged employees flexibility

External Forces:

1) Technological forces

2) Cultural change

3) Competitive business environment

4) Social setting where Best buy is situated.

2) The program ROWE was a successful effort to employees empowerment. It was adopted by employees as an opportunity to work without stress and complete a self set target. In initial stage , it has produced positive result to productivity enhancement and reduced employee turnover.

The problem was created when new CEO taken the leadership charge at Best buy. In his view, the ROWE concept was not implemented properly . It leads to less management control and supervision which might pose serious challenges for the organization. So , he stoped the implementation of this approach.  

3) Leaders have changed the management structure and the way Best buy can be said to tap the business opportunities in the marketplace . They have different approach to managing the people at the workplace. The top management was confused to take solid decisions which might be brought some great results in the long run .

Basically, these leaders at various level are responsible to set goals and direct employees to achieve the organizational committments but it was not happening so in the case of Best Buy.

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